Volume 1 of vlp leadership profiles on 22 selected vlp fellows by Osama Salih

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MAKING A DIFFERENCE FOR POPULATION AND DEVELOPMENT: LEADERS IN ACTION

Gulf of Guinea EQUATORIAL GUINEA

DEM. REP. OF THE CONGO

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Volume 1 Emerging Leaders : Profiles of Selected VLP Fellows

Visionary Leadership Program in Population and Development Ethiopia, India, Nigeria and Sudan

The VLP Consortium

Supported by the David and Lucile Packard Foundation

Leadership Profiles The profiles of exemplary visionary leaders in the population and reproductive

Visionary Leadership Program in Population and Development (VLP)

health sector are a vital component of the VLP learning approach. The goal is to share the experiences of these leaders whose vision, passion, action, and commitment have touched and improved the lives of so many people, and continue to do so. Through these profiles, the VLP Consortium hopes to make a valuable contribution to the sector. The VLP Consortium began documenting 20 such leaders from Asia and Africa

The VLP is an innovative leadership development program that was implemented in four focus countries – Ethiopia, India, Nigeria and Sudan – between 2002 and 2006. It wa s s u p p o r t e d b y t h e D av i d a n d L u c i l e Pa c k a r d Foundation. By developing a corps of 200 visionary leaders to realize their full potential and thus creating a ‘critical mass’ for systemic change in population and reproductive health, VLP sought to improve their leadership skills and commitment, enhance their knowledge and vision, and strengthen their competencies for resource mobilization and policy dialogues at national, regional and interntional levels. With these leaders and other activities, VLP aimed to contribute towards improving the quality of life of people through improved reproductive health services, and reduced fertility and rapid population growth. VLP is implemented by a consortium of three partner organizations (see profiles on back cover) in partnership with the following four in-country national anchor institutions:

in 2003. Their profiles will be published in a separate

Ethiopia: Addis Ababa University (Department of Community Health), Addis Ababa.

volume. India: Child in Need Institute, Jharkhand Unit, Ranchi.

For the 22 VLP Fellows in

Nigeria: Adolescent Health and Information Projects, Kano.

this volume of “Emerging

Sudan: Ahfad University for Women (Center for Family Sciences and Nutrition), Omdurman.

Leaders”, documentation started in late 2005, as the

Authors of Profiles on Emerging Leaders

impact of their VLP learning and personal initiatives began to emerge. Their experiences are inspiring, and the Consortium is proud to be part of their visionary leadership development. Produced and designed by ICOMP Cover: SP-Muda Printing Sdn Bhd Printer: SP-Muda Printing Sdn Bhd For more copies, please contact the VLP Consortium.

ETHIOPIA: Dr Mesfin Addisse, Addis Ababa University Dr Yilma Alazar, Addis Ababa University INDIA: Saswati Ghosh, Bhramar Mallick, Susmita and Ranadeep Sadhu of the Consultus Group NIGERIA: Muhammad Auwal Umar, consultant SUDAN: Dr Amal Awad Md. El Hassan, University of Juba Jacqueline O’Neill*, Harvard University (USA) Joy Elizabeth Adams*, Harvard University (USA) (* Both were doing a Master in Public Policy degree program with the J F Kennedy School of Government at Harvard and were in Sudan on an internship program in 2005.)

Editor: Moi Lee Liow, ICOMP September 2006

Contents Page INTRODUCTION

OVERVIEW An Inventory of Actions and Initiatives

4 14

ETHIOPIA Dr Frehiwot Berhane Selamawit Negash Wubitu Hailu GebreKristos Dr Yilma Melkamu Alazar

17 18 21 24 28

INDIA Anamika Sarma Dilith Castleton Murari Choudhury Rakt Ranjan Kalyan Dr Sanjay Kishore Ravi Suresh Pankaj

31 32 36 40 44 48 52

NIGERIA Habiba Luka Janet Ibinola Jessica Obadiah Joshua Ida Samson Mani Lawal Gambarawa Dr Sunday Jenner Lengmang

57 58 61 64 67 70 74

SUDAN Fathia Saad Mursal Dr Nafisa M Bedri Dr Osama Awad Salih Dr Rogaia Abu Algasim Dr Sayedgotb Mustafa Elrashied Dr Sidiga Abdelrahim Washi

77 78 81 84 86 90 94

EMERGING LEADERS â&#x20AC;&#x201C; DIRECTORY

ABBREVIATIONS AND ACRONYMS

Leadership Profiles

Introduction

he population and reproductive health (P/RH) sector, with so many challenges, functions in an environment that invariably breeds leaders who have vision, commitment, courage, tenacity and charisma. Leaders who have an overwhelming desire to make changes and bring positive improvements to the lives of people they serve. We call them “visionary” leaders because everything starts with a vision.

VLP Leadership Profiles The VLP leadership profiles are a collection of 42 profiles on a wide range of exceptional individuals and organizations: 16 men, 16 women and 10 organizations; 12 in Asia and 30 in Africa. The objective of developing these profiles was to highlight – through documentation and training – the real-life experiences of many exemplary visionary leaders working in the P/RH sector in Asia and Africa. The goal is to share these leadership experiences widely, to draw lessons and inspiration from these men and women. The VLP Consortium had initially planned for 40 profiles in different categories. The selection of the leaders to be profiled was a result of many brainstorming sessions undertaken by Consortium staff in 2003-04. See Table 1. Of the 20 profiles in the first three categories – “Life Stories”, “Program Leaders” and “Program Successes” – 10 Consortium staff wrote 16 profiles while four were commissioned to in-country consultants. These would be published in a separate volume. In the fourth category of “Emerging Leaders”, the Consortium wishes to highlight those VLP Fellows who have taken actions and implemented new initiatives either for their organization or the sector by applying their new leadership learning and skills. Number of profiles initially allotted to each VLP focus country was: six each for Nigeria and India, and four each for Ethiopia and Sudan. (However, two extra profiles were written for Sudan.) Through these profiles, the Consortium hopes to make a valuable contribution to the sector, highlighting the vision, passion, skills and achievements of just 42 leaders. These are leaders who have made, and are making, a difference to population and reproductive health.

Emerging Leaders – VLP Fellows When the VLP Consortium stepped out to initiate the Visionary Leadership Program in Population a n d D e ve l o p m e n t ( V L P ) i n e a r l y 2 0 0 2 , i t challenged itself to “realize the full potential of future leaders”. Recruiting a corps of 200 participants (now called VLP Fellows) from the population and reproductive health sector in four focus countries – Ethiopia, India, Nigeria and Sudan – and taking them on a complex journey of training and nurturing, the Consortium had envisaged them forming a ‘critical mass’ to ignite actions on the ground. These Fellows are to be agents of change, instrumental in making, or contributing to, systemic impact – substantive and enduring – in the P/RH sector. Todate, 187 remain active VLP Fellows: Ethiopia (38), India (55), Nigeria (60), and Sudan (34). Over the course of three-plus years, as two cohorts of VLP Fellows went through a sequential process of leadership training and learning, questions were raised as to: Has “realizing the full potential of future leaders” been achieved; what has VLP done; how has it contributed to leadership development; and where are its visionary leaders? The VLP Consortium staff, over two to three years and through many follow-up meetings, began to get a sense of who amongst the 187 VLP Fellows might be progressing further and taking interesting initiatives. Not surprisingly, those who were doing well were also the ones who were eager to share their experiences. This goes to show that communication is vital for leaders! Their selection as Emerging Leaders was based on: Ethiopia: Informal consultations with network groups and information from other Fellows India: Two rounds of individual interviews in January and April 2005, and informal discussions with national anchor institution Nigeria: List prepared in consultation with national anchor institution; final selection made from observation of personal poster presentation at national dissemination workshop in September 2005 Sudan: Informal consultations with network groups and information from other Fellows.

This publication (Volume 1. Emerging Leaders) is a testament to how 22 VLP Fellows have used their new leadership learning and skills to make a difference. Their personal experiences documented in this publication may answer some of the questions posed above. Each one of them described how

They all believe their full potential is yet to come but they are putting whatever new skills and knowledge they have acquired to task because, in the P/RH sector, there is so much to be done.

VLP Leadership Profiles - Categories

Table 1 Category

they developed their vision, who or what was a major influence; who or what motivated or inspired them, and how VLP has helped.

Criteria

Gender

Region

LIFE STORIES

Outstanding leaders and their experiences in the population/reproductive health field, including factors that influence(d) their personal development as visionary leaders

3 men 2 women

Asia: 3 Africa: 2

PROGRAM LEADERS

Leaders of country- or subnational-level programs, indicating those well-known regionally or within their own country, and who have elevated their organization and programs with their personal leadership

4 men 1 woman

Asia: 1 Africa: 4

PROGRAM SUCCESSES

Organizations which have benefited from strong internal leadership and which have developed innovative approaches for action

â&#x20AC;&#x201D;

Asia: 2 Africa: 8

EMERGING LEADERS

VLP Fellows who have taken special initiatives, strengthened their organization and shown exemplary leadership in applying their new VLP learning and skills: * Ethiopia - 4 * India - 6 * Nigeria - 6 * Sudan - 6

9 men 13 women

Asia: 6 Africa: 16

16 men 16 women

Asia: 12 Africa: 30

Total

Emerging Leaders

Overview Written by Prof Jay Satia and Moi Lee Liow

eadership is subject to many definitions and interpretations because it is a response to specific real-life situations. Leadership has been described as “transformational”, “strategic”, “inspirational”, “managerial”, even “visionary”. Because leaders are such powerful agents or catalysts for change, what can be universally agreed on is that they should have certain attributes or skills that can initiate, stimulate, or propel a chain of action. Their personal attributes and skills are what set them apart from the followers. These attributes and skills may comprise attitude, knowledge, competencies, practices and on-the-job behavior, among others. The VLP leadership development process, in response to the challenging environment of the population and reproductive health (P/RH) sector, was designed to enable VLP Fellows to develop and strengthen: Self-related individual competencies.

Organization-related capabilities Inter-organizational partnering Development of community capacities Participation in policy and program activities

This publication describes the experiences of 22 VLP Fellows as “Emerging Leaders” as they put these vital attributes and skills into actions and deeds. These are their contributions to making systemic impact on the sector.

The Process towards Visionary Leadership The VLP approach to leadership development has been unique. It used a series of training cum learning methodologies organized in a sequence over time so that each methodology built on the previous one (see page 4). By the end of this series, when it is time to take stock, VLP Fellows should have (or soon have) the following five major sets of skills, competencies and capabilities: Self-related individual competencies. Commitment to population and development concerns, innovative ways to addressing problems, and sensitivity to gender and equity issues; articulating a shared societal vision and deriving individual and organizational vision from that; effective communication and public speaking skills; creative problem-solving, decision-making and interpersonal relations. Organization-related capabilities. Updated knowledge on developments and policy/program interventions in family planning, reproductive health, reproductive rights, gender issues and adolescent reproductive health; strategic management skills; capacity to inspire and empower people in the organization; create a learning environment and ensure accountability. Inter-organizational partnering. Creating a shared vision; advocacy, negotiation and consensus building to bring a cohesive and consistent process of social decision-making; building strategic alliances; and sustaining policy dialogues. Development of community capacities. Creating empowered communities to meet their own aspirations; strengthening positive community values, norms and institutions. Participation in policy and program activities. Effectively articulate, advocate and manage population concerns, programs and constrained resources in respective national and regional contexts; generate and consolidate actions on population and development at highest levels of national, regional and international forums; engage in dialogue on issues like participatory decision-making and implementation by leaders on policy and program options; keep future leaders fully updated on the latest developments in the North as well as pioneering initiatives in the South.

Future Leaders Logic Model The Future Leaders Logic Model used by the Population Program of the David and Lucile Packard Foundation, maps out a leadership development process wherein a combination of resources, strategies/activities and outputs is expected to yield outcomes which are to be achieved over the short, intermediate and long terms. See page 6. This model lends credence to the VLP basic premise of leadership development as a process, perhaps necessitating the prescribed five major sets of skills, competencies and capabilities. These are framed against the development and nurturing of not only individuals but also networks and groups composed of these leaders (i.e., collective action). Although no in-depth analysis or survey has been done, the experience of VLP indicates that encouraging results have been achieved among the three levels of outcomes of the model. The short-term outcomes – enhanced leadership capabilities, improved management skills, improved knowledge, increased commitment, improved ability to collaborate – most likely have universally been achieved by the 187 active VLP Fellows. Going by information gleaned from these “Emerging Leaders” profiles, many follow-up visits and discussions with VLP Fellows, sufficient changes had occurred at both organizational and sectoral levels to inform us that most of the intermediate outcomes – increased dissemination, enhanced responsibility and leadership roles on the job, increased organizational sustainability, and more effective and innovative joint actions – have resulted, although with a slightly smaller number of Fellows. Long-term outcomes are necessarily the domain of collective action. VLP could place quite a number of VLP Fellows who have progressed enough to lend their leadership (either personally or a part of an alliance or network) in various joint initiatives and actions at this higher level. By forging strategic alliances with certain institutional bodies or having access to key policymakers or political leaders (for example, state health secretary or chief minister), Fellows have been able to contribute to actions with long-term impact. The 22 VLP Fellows profiled here are those who have made good use of and benefited the most from the VLP process. Their passion, commitment and creativity are inspiring.

Self-related Individual Competencies (a) Awareness of Self VLP training stressed the importance of self-awareness throughout the process, beginning with a 3-month self-learning phase. Given a package of notes with instructions and some reading materials, VLP Fellows were asked to do their own learning on leadership for three months. This was something novel and challenging for majority of them; many of them didn’t like it but by the end of it, almost everyone agreed it started something in them, a yearning for learning and finding knowledge on their own.

VLP Series of Learning Methodologies National Launch Workshop

Self-learning Phase

2-week Advanced Leadership Inter-country Forum

Mentoring Attachment

Peer Exchange, Networking, On-the-job Reinforcements

National Dissemination Workshop

Resources

Program Strategy Conceptual Framework

Outputs

Anchor leadership development programs

▲

Increased dissemination of knowledge and application of best practices

Improved management skills

Enhanced FP/RH programs and policies

Fellows acquire more responsibility and enhanced leadership roles

Improved mobilization and allocation of resources

▲

More effective and innovative joint actions and projects

▲ ▲

▲

Core of leaders created in focus countries

Critical mass of leaders actively engaged in RH/FP change agenda

▲

Improved ability to collaborate and network with others

▲

Increased supply, demand, and provision of FP/RH services

▲

Increased organizational sustainability and capacity

Improved knowledge of content and the context of practice

▲

Collaborative in-country activities and projects

▲

Source: Packard Foundation

Support to Fellows for collaborative activities and projects (e.g. minigrants, convenings)

▲

Existing Knowledge Base

Diversity through in-country leadership programs

Matriculated Fellows from in-country US programs

Enhanced leadership capabilities and skills

Increasing or continuing commitment to progress in the field

Long-Term Outcomes

Intermediate Outcomes

▲

Strategic selectivity from grantee organizations

▲

Human Capital: Existing Fellows, Leaders, and Networks Foundation Staff Foundation Board Technical Support Leadership Program Staff

Matriculated Fellows from US programs

Short-Term Outcomes

▲

Financial Investments: Foundation Grants Third-party Investments Country-level grantmaking support for Fellows’ organizations

Strategies and Activities

COLLECTIVE I N D I V I D U A L

Future Leaders Logic Model

Sustained leadership for FP/RH

Slowed population growth

▲ Improved RH and FP options in focus countries

▲

Increased in-country leadership development capacity

▲

Feedback loop to strategies/activities

▲

Focus Country Strategies (program grants contribute to and are influenced by Future Leaders programming)

Assumptions: Stable political climate in countries Future Leaders Fellows remain dedicated to FP/RH work in home countries Country-level civil and political society is receptive Increased collaboration is productive

The 22 Fellows profiled here acknowledged that VLP has helped them to be aware of themselves and what they can do. Dr Yilma (Ethiopia) says, “After VLP, I saw myself”. Kalyan (India) believes that VLP changed the way he thought about his work and taught him to be more aware of his perceptions and skills. VLP helped Dr Sayedgotb (Sudan) to be re-energized and focused, and he says, “A leader with a vision never gets tired”. Jessica (Nigeria) remembers that prior to VLP she was blind to her weaknesses because she did not have the evaluative skills to check their negative impact. (b) Motivation and Inspiration The Fellows get their motivation and inspiration from diverse sources. Real-life situations send powerful messages – the Fellows’ observations on the job or in life where they see the suffering of people because of RH problems or poverty. For instance, Dilith (India) was motivated to work in family planning (FP) as she personally knew the problems of big families. Murari (India) says, “I was touched and traumatized by exposure to the real rural Jharkhand”. While for Janet (Nigeria) who is a trained medical health worker, it was the pain of seeing young people going through major challenges relating to RH and child care. For Dr Sidiga of Sudan, the memory of seeing how hungry poor people rushed for food at a mosque spurred her onto development work. While serving rural communities in Ethiopia as a new doctor, Dr Frehiwot had the experience of seeing the effects of unsafe abortions on young girls. Others saw how weak (or lack of) leadership had affected the lives of people and thus realized the importance of good leadership. This has motivated many of them to test their own mettle and be strong leaders if only as a way to help others. Dr Rogaia (Sudan) mentions that the ‘silent culture’ among men regarding health issues affecting women is a real challenge to RH programs. For Dr Ravi (India), he saw it (weak leadership in the system) as an opportunity to take the lead himself to work with NGOs to expand coverage of FP services. Early influences, whether from family members or from others, feature as strong inspiration. For many of these VLP Fellows, parents were instrumental in shaping their early perspective in life and their choice of vocation. Kalyan (India) says, “My mother could extend her love and affection beyond her family boundary, every village in some way or the other got her blessing… That is how I was prompted to think for the poor”. Similarly for Dr Ravi (India), he saw how his father “was busy with common people with their various problems from morning to night”. Dr Frehiwot (Ethiopia) remembers her childhood fondly, saying, “Due to the influence of our father, all the girls and boys in the family received equal attention… My father always said to me, we trust you, do whatever you think is right”. Dr Nafisa (Sudan) has the pedigree; her grandfather, Babiker Bedri, was a pioneer in women’s education and founded the Ahfad University for Women, while her parents taught her about sharing responsibilities and working with others. Like others, VLP Fellows are also inspired by world leaders. Mahamat Gandhi and Nelson Mandela are perennial inspirational figures. Dr Mechai Viravaidya of Thailand is a popular inspiration for those in the HIV/AIDS field. For Wubitu (Ethiopia), a home-grown Olympic champion (Ms Mesert Defar, 10,000m runner) is her role model to inspire young people. Dilith (India) was lucky to have J.R.D. Tata, founder of the huge Tata Group conglomerate, to learn from when she first started her career with Tata Steel. For Dr Frehiwot (Ethiopia) it was Tewodros Melesse, current head of IPPF African region, a

Self-related Competencies: Awareness of self - perception, focus - energy, clarity Motivation and inspiration - parents, family - world leaders, athletes, etc - mentors, program leaders Continuous learning - self-directed learning - advanced studies

fellow Ethiopian who has become a top-level global leader in reproductive health. Many VLP mentors have also become inspiration such as Ms Cecilia Villa of Foundation for Adolescent Development Inc., Philippines (for Kalyan, India), Mr Mike Okunnu of Management Strategy for Africa, Nigeria (for Habiba, Nigeria), Dr Grace Denalo of Association for Reproductive and Family Health, Nigeria (for Joshua, Nigeria), Dr John Mwesigwa of Regional AIDS Training Network, Kenya (for Dr Sayedgotb, Sudan) and Mr A R Nanda of Population Foundation for India (for Dilith, India), to mention just a few. (c) Continuous learning VLP has promoted the culture of continuous learning from the beginning. Everything related to VLP learning methodologies, materials, case studies, discussion meetings, and so on, carry the message – Leaders never stop learning. Dr Sunday (Nigeria) says it well, “The most impressive aspect is the discipline [of VLP] that was inculcated in us to maintain [journals] so that we can go back and reflect what we have done in comparison with our goals and objectives…. As far as I am concerned, it was a big success.” Many Fellows have continued (or are continuing) their learning through formal educational programs or in other ways. Dr Frehiwot (Ethiopia) is in Norway pursuing a doctorate in Public Health while Anamika (India) is getting her Master in Business Administration degree in Singapore. Wubitu (Ethiopia) recently received her Bachelor of Science degree (Public Health) through a distance learning program with an American university.

Organization-related Capabilities (a) How has VLP helped them?

Organization-related Capabilities:

Learning from VLP - strategic thinking, planning - creating and sharing vision - negotiation, mobilization Using skills - expand unit, build teams - capacity of staff - fundraising strategy Strengthening organization - contribute to training - include sustainability issues - change program focus

Fellows are clear about the skills and competencies they have acquired, having gone through the VLP leadership development process. Among those most-often mentioned are: Ability to think and act strategically Willingness to explore and use their leadership potential Enhanced persuasive ability Greater use of partnering and collaboration skills Improved listening skills Appreciation of other people’s perspective Strengthened confidence and ability to visualize. Negotiation skills to deal with different stakeholders Resource mobilization skills ‘Team first’ in matters of decision making Aside from tangible skills like those above, there are also many valuable ‘soft’ skills mentioned by the Fellows. They report: having acquired more self-confidence; being able to think more creatively and innovatively; being inspired by others; feeling proud of being a leader; having new attitude and perspectives, among others. (b) How have they utilized their leadership skills and competencies? The turnaround in action, in many ways, comes first from new personal confidence and ability to see the Big Picture. VLP Fellows have, by and large, taken these skills and competencies to improve not only their own performance but also their programs and, to some extent, their organizations.

Among the examples, Habiba (Nigeria) says, “I used to be a poor listener, especially as I was in top management level…I used to think that my subordinates should simply be scared of me and obey me…. But the self-learning component taught me about team work, about listening carefully to what my subordinates have to say. This has greatly improved the way I operate and the way my NGO operates”. Or Dr Sunday (Nigeria) who believes, “there are aspects that I learned from VLP and virtually put into practice the very next day”, which undoubtedly helped him in his promotion to project director.

Inter-organizational New skills, for example, quickly became very useful for Dr Sayedgotb (Sudan) and Selamawit (Ethiopia) who both initially headed very new and small units (at respective Ministries of Health) and who successfully received additional support and resources (including staff) through sharing vision and aligning values within their organizations. Kalyan (India) shared his new leadership learning with junior staff, creating ‘mini’ training sessions for them. He also submitted various VLP manuals to his board of directors, with the aim of getting them be part of his organization’s training programs. For Jessica (Nigeria) her skills led to improvements in the managerial and reporting capacities of her organization as well as a re-orientation in funding strategy.

Partnering Form networks - address a need - revive old failed efforts - expand service coverage Build alliances

- government-NGO

Fellows would, naturally, have most impact on their organization if they were the head or founder like Murari (India), Habiba (Nigeria) or Wubitu (Ethiopia). In other situations, they would most likely contribute in other ways such as developing and sharing a vision, mobilizing support and resources from within, aligning organizational values and systems, strengthening program performance, and initiating new ideas and approaches to implementation for better results.

- advocate for causes

For example, Kalyan (India) has contributed substantially to the development of RGVN (where he works), especially in new ideas, fundraising and team-building. He is spearheading efforts to strengthen RGVN’s micro-credit programs by infusing RH issues into their interventions. Dr Sunday (Nigeria), as a new project director, made extra efforts to improve advocacy and fundraising efforts, and was successful in getting funding support to cover eight phases of his project. In terms of broader institutional development, Dr Osama (Sudan) strengthened the capacity of his organization (Ahfad University) to be a center for leadership in population and reproductive health by collaborating with a few known leadership development programs like VLP and Johns Hopkins University.

Inter-organizational Partnering For synergy, nothing can beat networks and alliances for promoting an idea or getting things done. The value of people and organizations pooling their talents, experiences and resources is not lost to VLP Fellows. But the challenge is both in initiating it and then sustaining it. The ability of VLP Fellows to use their new skills and competencies for initiatives in new collaborations and partnerships is most evident. Perhaps inspired by a belief in self, new energy and ideas, all have gone to forge effective alliances with a wide range of partners.

Develop capacities - self-help groups - technical working groups

(a) Take initiatives to form networks or associations

Development of Community Capacities: Developing other leaders - for expanding coverage - for sustainability - to empower and nurture Religious groups - apply relevant doctrines - be sensitive - use appropriate strategies Other groups - school authorities, parents - “vision killers”, gatekeepers - conservative groups

Dr Yilma (Ethiopia) responded to the repeated past failures to establish a network of private medical practitioners by taking the initiative to persuade relevant people, putting extra efforts to organize a national workshop and securing initial funding. This association (MAPPP/E) is now a mechanism for training and review of medical guidelines, and is being consulted by government agencies. In India, Murari was motivated by VLP to form “DISHA”, a network of 17 local NGOs in the impoverished area of Deoghar to work on a wide variety of development issues including livelihood and RH. In Sudan, VLP Fellows got together to form the Sudanese Population Network by tapping into each other’s organizational strengths and resources to advocate more effectively on RH issues. (b) Build inter-organizational alliances As Additional Chief Medical Officer of the Bokaro district, Dr Ravi (India) realized that it would take more than government resources to improve FP services in his district. He built collaborative relationships with private sector and NGOs which, over two years, resulted in Bokaro achieving the highest FP acceptance growth in the state. For Dr Frehiwot (Ethiopia), she used her medical knowledge, research experience and participation in the country’s first national HIV/AIDS Behavioral Surveillance Survey to strengthen the advocacy and training programs of an existing alliance, the Ethiopian Public Health Association. (c) Develop capacity in other organizations for FP/RH Pankaj (India) has used his organization (OSERD) to form and develop the capacity of self-help groups (SHGs) of rural women in Gaya district. Among the interventions used were: orientation of traditional birth attendants, medical practitioners and SHG leaders; creating awareness; and networking with local government officials and local banks. By giving these women a sense of ownership and leadership, these SHGs have been motivated to involve women from other districts. Through involvement in their respective Technical Working Groups, both Dr Frehiwot and Selamawit (Ethiopia) have been able to strengthen advocacy efforts and training programs of other organizations in their networks. Similarly Kalyan’s (India) campaign to integrate RH with micro-credit programs gave him an opportunity to work on developing the organizational capacity of the smaller NGOs in RGVN’s vast network throughout Bihar, one of the poorest states in India.

Development of Community Capacities The Fellows’ diverse range of field experiences has also created timely opportunities for them to use their new leadership skills. This is an area where they shine because the direct impact of their ideas and actions can often be immediate. The environments where VLP Fellows work in are invariably challenging, and often it is not just the physical aspects. Aside from difficult terrain (Ethiopia) or remoteness of project areas (Nigeria, India), Fellows often encounter a wide variety of hostile or lessthan-friendly groups – government officials, village elders, parents, men, conservative groups, religious leaders, informal gate-keepers, and so on. Through their tenacity and determination, the many examples documented have shown that Fellows have really used their leadership skills well.

(a) Developing other leaders Murari (India) formed a new network “DISHA” with the aim to transfer the VLP experience to more NGOs not only to collaborate with existing partners but to ensure that there are other like-minded leaders in the communities to serve the poor. Dr Yilma (Ethiopia) was inspired by a traditional Ethiopian practice of helping each other to form a new association which empowers community-based RH assistants with new training and knowledge as a mechanism to sustain rural health interventions. Dr Sayedgotb (Sudan) ensures the expansion of his HIV/AIDS prevention interventions by building the capacity of university students, health counselors and police to spearhead their own programs. Dilith (India) is nurturing a corps of second-tier leaders through mentoring young people in her project areas particularly those from Muslim and tribal communities. (b) Dealing with religious communities Mani Lawal (Nigeria) stands out from the rest of the VLP Fellows in that he is an ulama, a Muslim religious leader. He appreciates that VLP training was done in “a dispassionate but productive” way to ensure wider applicability and neutrality. He says, “My focus is religion; as such I was more interested in how it [VLP] can be utilized to improve the lives of our people. I strongly believe that if you want to introduce any information to the people you need to ground it in Islamic values. Otherwise, the people are not likely to accept or believe what you have to say”. Mani is positive on the value of leadership and RH issues, and has used radio and TV in his home state to air his views. Similarly, as a Christian, Habiba (Nigeria) has learned to deal with the Muslim-Christian dichotomy in the north by treading gently and developing specific communications strategies for her Muslim partners.

Participation in Policy and Program Activities:

(c ) Dealing with other groups Anamika (India) initially faced opposition from school masters about her “Apni Baaten” (discussion sessions on RH for young people) idea. But she decided it was worthwhile to pursue and now the “Apni Baaten” is not only well accepted by the school authorities but is being adapted and expanded to reach more school-going young people. Wubitu (Ethiopia) says she had to deal with “vision killers”, people who discouraged or ridiculed her about forming her own NGO. Fortunately she did not listen to them; her NGO is now going from strength to strength, having established a niche in innovative approaches to adolescent RH programs.

Participation in Policy and Program Activities

Contribute to policies - be part of drafting committees - access to policymakers or politicians Contribute in other ways - using advocacy - through networks, alliances

While the desire to influence policy is prevalent among leaders especially those in the NGO sector, the ability to do so effectively may not be as easy. The skills and competencies are rather specific (such as negotiation, conflict resolution, communications, consensusbuilding, and so on) and certain traits may take years to acquire (such as politics-smarts, knowledge base and credibility). Sometimes, the opportunity may present itself such as being a member of a policy-drafting committee or technical working group or even a professional association. Fellows working in the government sector have had the most direct route to being involved in influencing policy and program directions. But those in the NGO sector could also have the opportunity through advocacy or participation in specific alliances or networks.

(a) Contribute at national or state level to formulate strategies Through his participation in the National Rapid Assessment, Analysis and Action Planning Process for Orphans and Vulnerable Children, Joshua (Nigeria) was able to influence the government to increase support for these children under the new National Action Plan. He believes that instead of helping just 77 children with his NGO, his work in the committee has resulted in support for 200,000 such children. Pankaj (India) was invited to be a member of the Bihar State Anti-Discrimination Committee for HIV/AIDS prevention. Dr Sayedgotb (Sudan) negotiated with the Ministry of Education to allow his unit’s HIV/AIDS prevention campaign to reach about 130,000 students in all secondary schools in the state. Dr Rogaia (Sudan) managed to persuade – with hard evidence and research data – the Minister of Health in the Blue Nile state that Sudan should do something about safe motherhood. Thanks to her, the government declared August 18 as “Day of Safe Motherhood”, with a contribution of one million Sudanese dinars for improving RH services. Selamawit (Ethiopia) was able to influence the contents and directions of the government’s National Child Survival Strategy and National Nutrition Strategy through her Nutrition Working Group which, incidentally, was chaired by her ministry. (b) Contribute through advocacy and networks Influencing policy and program changes through associations and networks coupled with well-designed advocacy efforts is perhaps more achievable for Fellows in the NGO sector. In Sudan, Drs Rogaia, Sidiga, and Nafisa have used advocacy in the media to raise awareness of gender and RH issues as well as female genital mutilation (FGM). By gaining the trust and confidence of kebele (local government) officials, Wubitu (Ethiopia) was invited to work with young people in more districts in Addis Ababa. Pankaj (India) is a member of a consortium of leaders from India, Pakistan and Philippines working on adolescents and sexuality.

Leadership Development Makes A Difference

ften leadership development is seen as ‘training’, a one-off event. However, the experiences of these VLP Fellows show that nurturing leaders to realize their full potential requires a learning process that goes beyond such one-off training. It includes other learning methodologies such as mentoring, on-the-job support, peer-exchange and networking which are part of the VLP leadership development framework. In addition, the profiles of exemplary visionary leaders in the P/RH field – a VLP initiative – are vital learning tools. Of these methodologies, mentoring merits specific mention. VLP views mentoring as a personalized and self-directed learning methodology. Fellows could either take full advantage of it or view it as another one-off exposure visit. While mentor-mentee matching and administrative/logistics arrangements were done by the Consortium and the in-country national anchor institutions, basically the onus was on individual VLP Fellows to learn as much as possible during their attachment period (10 calender days) and to maintain some sort of cordial distance-learning relationship with their mentor, if they so wished. Sixty leaders in 10 countries in Asia and Africa accepted the Consortium’s invitation to be VLP mentors out of goodwill and a desire to share their leadership and organizational experiences with young leaders, i.e., the VLP Fellows. Many of the 22 Fellows profiled here have acknowledged the important role that mentoring played. Dr Frehiwot (Ethiopia) says that she was lucky to be assigned to IPPFARO in Nairobi for the mentorship program where everyone in the office had something to share. Of his mentoring experience with JOICFP, Murari (India) says, “I have learned a lot on organizational sustenance”. Habiba (Nigeria) says of her mentor, “Mike Okuno came down to my level; he quickly identified my weaknesses, especially in the area of IT, and he helped me overcome them.” The mentoring was one of the most significant learning opportunities for Jessica (Nigeria). Her mentor exposed her to the requirements of good management, including administration, communication, facilitation methods and so on. Of the other methodologies, the learning from and value of partnering and networking are also well appreciated. Many Fellows participated in existing or formed new networks. To cite one example, Dr Nafisa (Sudan) participated with several VLP leaders from various organizations in establishing a coordinating and knowledge-sharing body in 2004: The Sudanese Population Network. “In a country like the Sudan, too many women die from pregnancy-related causes and birth complications. This is a challenge and a cause of sadness for people like me. But I can just say that, by bringing people together through the Sudanese Population Network, we can make a difference and a big change.” As the profiles of emerging leaders show, these Fellows’ participation in VLP made a difference to themselves, to their organizations and to the communities they serve. An inventory of their new initiatives (see next page) spans a wide range, defying simple classification. Over time, these and many other initiatives that these leaders will take, will mature and improve the family planning and reproductive health status in their country, resulting in better quality of life of people, particularly of women.

Emerging Leaders

An Inventory of Actions and Initiatives Ethiopia Dr Frehiwot Berhane Used own research on RH and young people to advocate Participated in advocacy forum series to raise awareness and influence policy Selamawit Negash

Strengthened a new unit within MOH Initiated a Technical Working Group for advocacy with policymakers and donors Participated in drafting National Child Survival Strategy document

Wubitu Hailu G/Kristos

Set up own NGO to work with young people using a client-oriented approach Has Ethiopia’s 10,000m Olympic champion Mesert Defar as spokeperson Initiated RH and HIV/AIDS interventions in the workplace in 2006, targeting the horticulture industry in Oromia region

Dr Yilma M Alazar

Initiated a community-based association for sustaining FP/RH programs

India

– the CBRHA for health assistants Revived idea for and successfully formed an association for private-sector medical practitioners- MAPPP/E

Anamika Sarma

Surya clinic – collaboration with private sector “Apni Baaten” discussion sessions on RH for teens Set up Helpline for young people

Dilith Castleton

Murari Choudhury

Initiated “DISHA”, a network group for local NGOs to strengthen capacity

Nurturing second-line leaders and mentoring young people Working with tribal and Muslim community leaders on RH Is a recognized authority on corporate social responsibility Is a Point Person for Jharkhand state for Ford Foundation International Fellowship Program; Member of Board of Directors for many local NGOs

of community leaders

Integrating RH in livelihood and resource management programs, and reached

out to 27,000 families in Santhal Pargana area through partners Set up resource centers for youth in impoverished areas Set up a training institution called “Rural Technological Park”

Rakt R Kalyan

Linking RH with productivity in micro-credit programs Strengthening capacity of new NGOs and young people Creating a new model for development in Bihar state

Dr Sanjay K Ravi

Improved coverage of FP/RH services through collaboration with NGOs Forging GO-NGO partnerships and changing mindset of government officials about NGOs

Promoted to “Civil Surgeon” (top district-level government medical officer) for Jamshedpur in mid-2006. Suresh Pankaj

Successfully negotiated with donor agencies and government agencies Spearheaded many HIV/AIDS initiatives in Bihar state, and in 2006, set up

a branch office in New Delhi Is a member of Bihar State Anti-discrimination Committee for HIV/AIDS prevention Mobilizing women in self-help groups for RH issues 14

Nigeria Habiba Luka

Set up own NGO to help young women Created inter-faith collaboration in conservative area

Janet Ibinola

Working with young people on unwanted pregnancies, STDs, drug abuse, etc, Empowering the youth to lead and manage programs.

Jessica Obadiah

Expanded livelihood opportunities for rural women Incorporated RH and education into programs Strengthened capacity of COWAN to raise funds and improve operations

Joshua Ida Samson

Influenced policy change on orphans and vulnerable children Changing community’s mindset and values towards RH and these children.

Mani Lani Gambarawa

Spearheaded inter-faith dialogues on RH, youth, HIV/AIDS Addressed RH issues from religious perspective Use media to promote RH and prevention of HIV/AIDS

Dr Sunday Jenner Lengmang

Leading a campaign against obstetric fistula in Middle Belt region of Nigeria As new head of ECWA’s Evangel Family Health Program, he is expanding program operations and strengthening collaborations with more partners. Recently he succeeded in securing approval for 8 more project phases.

Sudan Fathia Saad Mursal

Founded SWAAP to help women for HIV/AIDS prevention activities Initiated a PLWHA association to mobilize communities to provide home-based care, and trained community leaders in high-risk areas.

Reached out to ‘Internally Displaced Person’ communities to raise awareness and provide counseling services Dr Nafisa M Bedri

Initiated the recognition of Sudanese Day against FGM in 2004 Using academic position to develop tools, deliver papers and conduct training on RH and women empowerment

Dr Osama Awad Salih

Getting recognition for Ahfad University as a center for leadership and collaboration with NGOs

Forging partnership with MOH and other government agencies on leadership, RH and population issues Dr Rogaia Abu Algasim

Contributed to the drafting of Sudan’s National RH Policy Brought safe motherhood and RH issues to attention of policy-makers, leading to government support to improve services.

Initiated the “Code of Ethics” for midwives to refrain from harmful

traditional practices like FGM. Using media to speak out on the ‘silent culture’ of men vis-à-vis RH.

Dr Sayedgotb M Elrashied

Expanded unit from 3 persons to 100 in 3 years to manage HIV/AIDS initiatives Strengthened capacity of media to understand and report on HIV/AIDS Used media to raise awareness and advocate for support Reached out to young people especially those in universities Worked with police and counselors to reduce stigma and risky behavior

Dr Sidiga Abdel Rahim Washi

Reached out to “popular committees” (usually conservative) to address RH Worked with religious leaders on why FGM should be eradicated ‘Educating’ Members of Parliament on women’s rights through the Badri Association for Women’s Studies.

Red Sea

YEMEN

SUDAN

Gulf of Aden

ETHIOPIA

ADDIS ABABA

SOMALIA

ETHIOPIA SOMALIA Indian Ocean

KENYA

Overview Ethiopia is the 3rd most populous country in the African continent. Its 77 million population is distributed among 11 major regions, with about 85% in the rural areas. Poverty is widespread with 23% living below $1 per day. Population and reproductive health problems are serious: high fertility rate, low level of family planning practices, low level of pre-natal care, high prevalence of STDs and HIV/AIDS, poor sanitation and lack of access to safe water, among others. Maternal mortality (850) is among the highest in the world. Infrastructure for health services is very inadequate, hampered by difficult physical terrain and poor transport situation. However, the policy environment is favorable. The Ethiopian National Population Policy, promulgated in 1993, has recently been revised and incorporated into the governmentâ&#x20AC;&#x2122;s Sustainable Development and Poverty Reduction Program, taking into account the MDGs, ICPD, and other national policies. The National Population Office has improved coordination with other government agencies and NGOs in an effort to strengthen monitoring and evaluation of reproductive health programs. The major challenge to implementation is resource constraints in terms of funds, technical skills and personnel.

VLP IN ETHIOPIA

SOME STATISTICS Population (millions) Proportion of population, 15-24

77.4 20.2

Total Fertility Rate

6.10

Contraceptive Prevalence Rate, Any Method, %

8.1

Maternal Mortality Ratio

850

Infant Mortality Rate

95.2

Deliveries Attended by Skilled Attendants, %

HIV Prevalence, 15-24: Female Male

7.8 4.4

Unmet Need, Total, %

PROFILES OF FELLOWS

Number: 38 Dr Frehiwot Berhane

Organizations represented: 35 Areas represented: Addis Ababa city, and regions of Jimma, Amhara and Oromia Selamawit Negash

Leadership issues identified

Commitment Creating and sharing vision Mobilize resources and communities

Wubitu Hailu Gebrekristos

Management and coordination skills Communications and networking skills Leadership needed at zonal levels

35.8

Source: UNFPA and PRB, 2005. Country Profiles for Population and Reproductive Health. Policy Developments and Indicators 2005

VLP Fellows

Gender ratio: 50% women / 50% men

Most Recent

Dr Yilma Melkamu Alazar

Dr Frehiwot Berhane Policy Advocacy Officer* Ethiopian Public Health Association

Written by Dr Yilma Alazar

s a general practitioner Dr Frehiwot Berhane served at the Hosanna and Black Lion Hospitals in Addis Ababa, Ethiopiaâ&#x20AC;&#x2122;s capital city. Her observation of young girls who were victims of unsafe abortion was a major reason for her concern about reproductive health (RH). The magnitude and outcome of the problem in her home country was quite shocking to her as things were very different in Russia where she trained as a medical doctor. The Russians had better access and quality services. During her rural practice, treating cases of uterine rupture as a result of obstructed labor was one of her major routine activities. Dr Frehiwot says her vision is to see Ethiopian women, children and youth lead healthy and productive life.

Personal Background Dr Frehiwot Berhane is a 45-yearold

medical

doctor

with

For her vision to become a reality, Dr Frehiwot believes that households, community, government and relevant others should work together in a systematic and sustainable manner.

specialization in public health. She graduated from First Pavlovâ&#x20AC;&#x2122;s Medical Institute in St. Petersburg

EARLY INFLUENCES

ON LEADERSHIP

in Russia with a medical degree in 1988 and obtained her Master in Public Health degree from Addis Ababa University in 2000. She began her doctorate program at the

Dr Frehiwot says that her father was a good leader at home and also in the community. He consulted and made every decision with her mother. He had good heart for women (was gender-sensitive) and was quite supportive of women both in the family and community. She learned how to work and make decisions independently during her childhood.

University of Bergen, Norway in 2005. She has been married for 15 years to a medical doctor who is also a specialist in public health. She is

She is the fourth child (the first daughter) in her family and was brought up by caring and responsible parents. Dr Frehiwot proudly says that her family especially her parents were the foundation for her success in life. Recently, her parents celebrated their 50th anniversary. At the party, their exemplary life-time experience was shared with families, friends and neighbors.

mother to a 10-year-old boy and a 7-year-old girl. Her hobbies are swimming, listening to music and going on picnics.

She says that her school years were a unique opportunity in her holistic upbringing. She was a member of girl guides in her elementary and high schools and this has helped her in many ways. She was able to learn how to be responsible in life, help others, and work and live in harmony.

* Currently on study leave

LEADERSHIP WATCH

More resources are not always the answer. Frehiwot believes it is how resources are used that is critical to solving problems. As a community health medical doctor with vital research skills, Frehiwot has used her knowledge and talents to advocate for more awareness and action to realize effective implementation of reproductive health programs.

VISION

STRATEGIC ALLIANCES

ADVOCACY

COMMUNICATIONS

A vision will inspire and guide

Build linkages and seek partners

Back up with solid research data

Be clear and confident about your messages

VISION To see Ethiopian women, children and young people lead healthy and productive lives.

Dr Frehiwot Berhane

From outside the family, the leader who most inspires her in the field of RH is Tewodros Melesse, the current IPPF Africa Region Director (the former Pathfinder International Country Representative for Ethiopia). He is a visionary leader who committed his life to bring change in the field of RH. Dr Frehiwot admires his insights, confidence and decisiveness.

IMPACT

VLP - USING

LEADERSHIP SKILLS

Over the years, Dr Frehiwot produced valuable research evidence and took part in several forums to address RH issues. In 1999 she conducted assessment of the status of reproductive health services in general and adolescent health in particular in Addis Ababa. Her master’s thesis was on measuring the magnitude of health problems of adolescents with emphasis on RH and their health service utilization pattern and preferences. She participated in the study of the first National HIV/AIDS Behavioral Surveillance Survey (BSS) as a project manager and also as one of the investigators. She was actively involved in the dissemination of the findings both nationally and internationally. At present the 2nd-round BSS is underway and she is working as one of the investigators. Her PhD dissertation is also going to be on these related issues. Dr Frehiwot has also served in the Ethiopian Public Health Association (EPHA)/Centers for Disease Control (CDC) collaborative HIV/AIDS project as a policy advocacy officer. As a coordinator of the project, she played a key role in establishing advocacy technical working group (TWG) whose members were drawn from United Nations agencies, international NGOs, PLWHAs, etc, and in the development of the national HIV/AIDS advocacy framework and guidelines.

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On her upbringing:

“Due to the influence of our father, all the girls and boys in the family received equal attention without any differences…... My father always said to me, we trust you, do whatever you think is right”.

Dr Frehiwot is actively participating in the EPHA as a member and also as an employee. The link she established as an advocacy officer with the advocacy TWG has also helped her to air her views regarding HIV/ AIDS and its effect on the young in Ethiopia. As members of the advocacy group are from different organizations with diverse national and

Advocating at an HIV/AIDS workshop (right)

“

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VLP helped me to think and act strategically. It helped me to learn from the lives of leaders through reading the materials provided to us and personally during the mentoring attachment.

Through this project, a national training course was also organized and participants drawn from relevant offices and teaching institutions were trained in advocacy. A training module was developed in order to continue the training at pre- and in-service levels in Ethiopia.

Making strategic alliances is an essential leadership skill. Dr Frehiwot (front center) with her partners

Ethiopia

Dr Frehiwot Berhane

Ethiopia

international experiences including organizations of PLWHAs, the National HIV/AIDS Prevention and Control office and teaching institutions she gained very useful experiences. As to why solid research data and advocacy are important, she says, “There was no response to the needs of the young nationally except patchy NGO-based efforts. Generally, when I realized that there was no attention given to problems of the young, I became committed to work towards improving the health status of the young people in Ethiopia through producing concrete evidence on health needs of adolescents, through participating on different forums and advocating for adolescent health and reproductive rights.” Training new leaders in reproductive health

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I was very lucky to be assigned to the IPPFARO in Nairobi for the mentorship program where every one in the office had something to share. Generally, the VLP assisted me greatly to explore my leadership potential and use them as appropriate.

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”

On how to improve reproductive health in Ethiopia:

“Resource is not always the problem; we are not doing what is expected with the limited resources we have. Strong commitment and leadership should be there. We should have visionary leaders at all levels. To bring meaningful change we should target our effort at household and community levels. If every one discharges his/ her responsibility with his/her level best we can make a difference.”

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Photo credits: Frehiwot Berhane and ICOMP

Ethiopia

Selamawit Negash Public Health Specialist* Federal Ministry of Health

Written by Dr Yilma M Alazar

elamawit Negash rejoined The Federal Ministry of Health (FMOH) in 2002 at the time when the nutrition unit had just opened with no focal person. She basically was leading a one-person unit consisting of herself. As her previous experiences were in the areas of general public health and she had no special training in nutrition, it was not an easy assignment. But this position became a turning point for her and gave her opportunities to strengthen her leadership.

IMPACT

Personal Background Selamawit is a 38 year old public health specialist working in the Federal Ministry of Health (FMOH), Ethiopia. She is married and has two children. She first graduated from a nursing school with a diploma. Ten years later she joined the Jimma University and graduatd with a Bachelor of Science degree in nursing in 1988. In 2002 she graduated from Addis Ababa University, Medical Faculty with a Master of Public Health degree. She served as clinical nurse in Hosanna (South Nation Nationalities and Peoples regionSNNP) and Tikur Anbessa (Addis Ababa) Hospitals for ten years. After completing her BSc, she joined FMOH as an MCH expert till she began a master in public health degree program. After graduating, she rejoined FMOH as a nutrition unit team leader.

VLP

A very important lesson she learned from the VLP was about creating shared vision. From her work and experiences, she created her own vision which is: malnutrition is no more a public health problem in Ethiopia. In an attempt to mobilize resources and get adequate support from the ministry, Selamawit struggled for a while on her own. She realized that understanding and knowledge of nutrition-related problems was not as she expected between different stakeholders; some even confuse nutrition with the volume of food produced and eating two or three times a day. It became evident to her that she needed to have allies who would share her concern, work with her to mobilize resources and get support from the decision makers. She says that, “the most difficult challenge we had was to convince stakeholders including the decision-makers that increasing food production alone cannot guarantee good nutritional status.”

* Currently she is with the World Health Organization Ethiopia as the National SIA Officer.

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“

I became very interested in the VLP because I believe that there is a strong relationship between nutrition and population-related problems in Ethiopia. Given the high fertility rate and the rapid population growth, it would be impossible to ensure household food security and balanced nutrition for families. In addition, as a new appointee and as a team leader, I felt that I needed some training in leadership to be able to confront the challenges the position might demand.

---------LEADERSHIP WATCH

Taking the first step to start a something new is an intimidating experience. Selamawit saw that she had to create and share a vision, and seek allies for both collaboration and support before she could get anywhere. Changing perceptions about nutrition and mobilizing resources to get something done were also challenges Selamawit successfully handled.

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VISION A vision will inspire and guide

STRATEGIC ALLIANCES

Seek allies and supporters. Initiate collaborations.

COMMUNICATIONS Develop a clear framework that can be communicated.

ADVOCACY

Use various media to get the message out

VISION Malnutrition is no more a public health problem in Ethiopia

Ethiopia

Selamawit Negash

Members of the Nutrition Working Group were from the following organizations:

Chair: Federal Ministry of Health - Ministry of Agriculture - UNICEF - WHO - CIDA - Linkages (international NGO) - MOST (international NGO)

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The most difficult challenge we had was to convince stakeholders including the decision makers that increasing food production alone cannot guarantee good nutritional status.

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USING

LEADERSHIP SKILLS

To influence her allies she used the UNICEF nutrition framework which looks at nutrition problems from multiple dimensions that include health, household-feeding practices and food security. She started approaching individuals and organizations personally and the initiative evolved to the formation of Nutrition Working Group (NWG) at the federal level for the first time. According to Selamawit, “Nutrition is a cross-cutting issue. I would like to see nutrition mainstreamed in the different departments and sectors in the country. In the MOH, I have already started discussing with the departments of communicable and non-communicable diseases, and we are planning to include nutrition issues in their plan and routine activities. Infectious diseases such as HIV/AIDS and tuberculosis need nutrition interventions. Therefore, it is very essential to incorporate nutrition in these programs. Likewise, diseases such as diabetes and hypertension that are associated with lifestyle are closely linked with nutrition.” The working group’s main agenda was convincing the decision makers and donors that nutrition, not food security, is a neglected health problem in the country. They based their arguments on evidence. According to the 2000 DHS, nutritional problems played a role in 57% of under-five mortality. The working group also saw the Millennium Development Goals (MDGs) as an opportunity to use the 4th and 5th MDGs as tools to push their agenda forward. Without addressing nutritional problems, it would not be possible to reach these two MDGs of reducing by two-thirds the mortality rate among children under five and by three-quarters the ratio of women dying in childbirth. In addition to the MOH, the Ministry of Agriculture, Ministry of Water Resources and other relevant offices took part in the preparation of a national strategy. The strategy was drafted in four thematic areas: health, caring practices, food security and macro conditions. A workshop to introduce the strategy was planned for September 2005. Implementation follow-up was also planned. Since implementation would take place at the regional and district levels, consultation has already started with the regional bureaus on how to initiate this as well as a monitoring and evaluation plan for the strategy.

Selamawit at an advocacy workshop

Selamawit (2nd left) at an international panel discussion

Selamawit Negash

In the coming 10 years, Selamawit hopes to see training institutions for nutrition in her home country. “Since we do not have many nutrition experts in the country I would like to see post-graduate nutrition training schools in Ethiopia” Responding to what needs to be done to improve reproductive health in Ethiopia, Selamawit remembers a leader whom she admires. Ms Tsehay Wondim, a former nurse and founding member of the Family Guidance Association of Ethiopia, worked courageously and laid the foundation for today’s success in family planning by working at the time when it was not acceptable, both legally and culturally in Ethiopia. Now, “we should improve access to information and services. We should focus on quality of care, not just increasing geographic coverage”

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Ethiopia

“

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”

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We should improve access to information and services. We should focus on quality of care, not just increasing geographic coverage.

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Major Achievements of the Nutrition Working Group

On taking the right approach:

“It is clear that the government has given a great emphasis in ensuring food security at household level through designing and implementing several strategies. However, nutrition is not about the volume of food produced, it is about changing the dietary habits of people, it is about creating awareness and bringing behavioral change in what to eat, how to eat and how much to eat. Nutrition deals not only with deficiencies or under-nutrition it also deals with selection of the appropriate diet for those having adequate choices of what to eat. It was challenging to convince the decision makers about the need for having nutrition strategy in the country.”

In the recently developed National Child Survival Strategy document, the NWG made great efforts to include nutrition as a major component for the Federal Ministry of Health. The other important achievement by the group was the preparation of the National Nutrition Strategy. As the term ‘nutrition’ was still new to the MOH, there was confusion between nutrition and food security at all levels.

Photo credit: Selamawit Negash and Dr Yilma

Ethiopia

Wubitu Hailu Gebrekristos Founder and Managing Director Kulich Youth Reproductive Health and Development Organization

Written by Dr Mesfin Addisse

I met Wubitu on a Friday afternoon. When I entered the office she was at a meeting with four young girls, whom I later understood to be peer educators; they were deep in discussion at their weekly monitoring meeting with Wubitu. The office was small, with plastic floors, a table with computer printer and a telephone, eight chairs, a small shelf and a file cabinet. The wall was decorated by writings of the goals of the project and different posters relating to youth and reproductive health. There was a striking poster of Mesert Defar, the Ethiopian female 10,000 meters Olympic champion, prepared for the 2004 World AIDS Day by Wubitu’s NGO. Personal Background Wubitu Hailu Gebrekristos is a 47year-old nurse who was born in Nazareth, 100 km from Addis Ababa. She attended elementary and high schools there, and later studied Community Nursing at the famous Gondar Public Health College. Recently she received her Bachelor’s degree in Public Health from a distance-education program with an American university which she began in 2004. Wubitu was a clinical nurse in government health centers, NGOs and factory clinics. She joined the Red Cross Society, and managed the Sudanese refugees program established by UNHCR. She also worked with Pathfinder, Action Aid, UNICEF, and UNFPA and served as consultant for WHO. Previously with ProPride, she founded the Kulich Youth Reproductive Health and Development Organization in 2003, and now serves as managing director.

LEADERSHIP WATCH

Wubitu has been able to overcome many difficulties due to her unshakeable belief in herself and her vision. Her strong will, persuasive ability and partnering skills have supported her vision and mission for KYRHDO. Despite “vision killers”, she has been steadfast in her strategies and planning. Her innovative approach has given KYRHDO credibility.

Wubitu’s interest and starting point in reproductive health (RH) went back to her student days in Gondar Public Health College. When she was studying community nursing and working on maternal health care, she observed so many problems. She claims that through the years her commitment to RH increased due to knowledge gained from numerous workshops and seminars she had attended. In addition, her participation in different training on RH, gender, and program management strengthened her inclination towards RH. Her commitment proved to be worthy for society as she continued in RH work as program coordinator in different organizations. Her commitment to RH served her well when she joined ProPride (a local NGO operating in Addis Ababa), where she was Community-based Health Care (CBHC) coordinator for more than four years. Her exceptional dedication paid off when she was promoted to the head office as coordinator of the RH and HIV/AIDS activities in three program areas. During the two-year period in this position she was an active participant in the development of organizational policies, strategies and projects. She was able to train many community health workers after attending a training of trainers program for Community-based Reproductive Health Agents (TOT-CBRHA) and Supervisors on HIV/AIDS – Home-based Care.

VISION

STRATEGIC

RESOURCE

BE INNOVATIVE AND CREATIVE

Be resolute in your own vision ALLIANCES

Linkages will bring synergy MOBILIZATION

Work with community, gain its trust and tap into their resources.

Think outside the box

VISION Addressing the problems of young people with openness, clarity and vibrancy

Wubitu H G/Kristos

Wubitu was also involved with other organizations such as providing capacity-building support to CORA (the Consortium of Reproductive Health Association) through the review and development of CBRHA training manual and update of its protocol. She also worked on the supervision manuals of CORA and Ministry of Health (MOH).

IMPACT

VLP

Ethiopia

KYRHDO “Open, Vivid, Vibrant” Main program components:

Strong IEC/BCC on RH, STI,

After a while, Wubitu began to think about setting up an NGO to work on the problem of adolescents in Addis Ababa, Ethiopia’s largest city. It was after she joined VLP in 2003 that she vigorously started looking for a site to put her vision into action. But things took a while. However her determination and the concern that she was working on such a sensitive issue made her push ahead and used her negotiating ability to get what she wanted. She was able to convince the kebele administration officials who said at last they were ready to welcome a person who was addressing the problems and needs of the young people. Then, with assistance from Ipas, Wubitu conducted a needs assessment survey on problems of youth and RH. Despite the negative opinion of many ‘vision killers’, Wubitu established a local NGO called Kulich Youth Reproductive Health and Development Organization (KYRHDO) with support from donors and individuals. She now serves as its managing director. The Amharic name of her organization means “Open, Vivid or Vibrant”, which is Wubitu’s personal philosophy to addressing problems of young people. She wants KYRHDO to be open with young people on issues such as the responsibility of sex and sexuality, and also involving them in decision making. KYRHDO was legally constituted and gained official recognition from the Ministry of Justice in 2004. Wubitu says she has to take more and more initiatives since 2003 because VLP has given her the confidence she was lacking before, and the firm belief in anything is possible.

HIV/AIDS

Psychosocial support Youth capacity building Sexual RH services Gender ----------

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As a visionary leader I am always open and never allow myself to give the youth false promises and expectations where none exists. I want to work and learn from the young as they are sources of new ideas and make me have better vision. I want all activities of the project and the success to be owned by the adolescents.

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Youth at a KYRHDO meeting with community leaders

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Ethiopia

USING

Wubitu H G/Kristos

LEADERSHIP SKILLS

(a) Using vision to focus on direction Wubitu wants KYRHDO to be client-centered. Since its inception, the project has focused on what the clients want and need. One important aspect is that all her operations are community-based and located within the area where clients live and work. As a result it is easier to get the local youth to run the program and this, in turn, helps to keep it ‘clientcentered’. One of the initial successes is the establishment of peer support system which is becoming a forum for adolescents to freely discuss, share their experiences and problems through putting up shows on drama, poetryreading and literary works. This has become an opportunity for young people to develop their potential and learn from each other. Wubitu managed to convince local authorities to provide her a hall free of rent where the adolescents can carry out these activities. (b) Partnering and persuasive skills Wubitu had faced so many difficulties ranging from people who are ‘vision killers’ to lack of a place to work. She has been able to overcome the difficulties due to her unshakeable belief in herself and her vision. Her strong will, persuasive ability and partnering skills have supported her mission for KYRHDO. Wubitu also does not want to rely on outside consultants so she herself tirelessly engaged in writing to many national and international organizations and different embassies to generate interest and funding support. She is developing a strong link with local women and youth associations, and is communicating with foreign donor agencies to seek support to establish a girls’ association for unemployed high school graduates and those with unintended pregnancies. She hopes to have income-generating activities for these young women with support from UNAIDS. She has a strong ability of seeking partners and establishing links. She established contacts with DSW, UNFPA, OAU, CRDA AND numerous embassies. KYRHDO is also a member of the CRDA Youth Forum.

Income generating activities for young women

Wubitu facilitating a sharing session

Establishing links in all her activities on RH means:

Being highly attentive and cautious with local leaders

Gain their trust and understanding

Tap into resources available in the community and partners such as space, materials, resource persons, and so on

Wubitu H G/Kristos

NEW

Ethiopia

DEVELOPMENTS

On leadership: As she had hoped, KYRHDO expanded outside of Addis Ababa in 2006. It began a project for intervention at the workplace targeting the flowering and plantation workers. This initiative came out of an earlier assessment KYRHDO did, noting the gap in RH and HIV/AIDS prevention activities. This is the first time such a project for the workplace has taken place, which has impressed donors. This new project is funded by UNAIDS. KYRHDO first communicated with the Ethiopian Horticulture Producers and Exporters Association, and after getting their agreement, started the project with six member companies in Oromia region, with six more to join soon. The target number of beneficiaries is 36,000 workers, most of them young women.

RECOGNITION

AND REWARDS OF LEADERSHIP

Wubitu is more than happy about the work she is doing with the adolescents and her partners. She is proud of her achievements so far, and nothing makes her happier more than working with young people. As a leader, she believes her achievements in the last two years are her inspiration; the reward and satisfaction working with young people motivate her for the future. The recognition she has received and the connections she has made with NGOS, renowned people like the former President of Ethiopia Dr Negasso Gidada and the Olympic champion Mesert Defar have been inspiring to her.

â&#x20AC;&#x153;As a leader one has to be visionary to improve the RH situation, and understand that young people are sources of ideas, and help them by being friendly and supportive. To be successful with young people, leaders have to help and guide them to practice positive thinking, healthy lifestyle and behavior, and make them feel valued. If one has the vision, will and commitment one can shape the framework for finding ways to move forward.â&#x20AC;?

Within a short time KYRHDO and her initiative have been acknowledged as an important factor in sensitizing local authorities, kebele officials and other NGOs. It has become a highly visible platform for action. Being wellknown also meant getting sympathetic support from the public. At the national level, she is proud of producing the poster for the 2004 AIDS Day in collaboration with Mesert Defar (the inspiring Olympic champion), UNFPA and the National AIDS Secretariat Office. Wubitu regards her successes in terms of increasing local awareness, making the youth think about themselves, and letting them know the future is in their hands. As a change agent, Wubitu sees the impact of her work from the response she gets, the reward from working with young people, the readiness for collaboration, and the increasing number of people who want to help KYRHDO as volunteers such as English language lessons for adolescents.

Photo credits: Wubitu G/Kristos and ICOMP

Reaching out to young women

Ethiopia

Dr Yilma Melkamu Alazar Assistant Professor, Medical Faculty Addis Ababa University

Written by Dr Mesfin Addisse

emembering his past experience Dr Yilma stated that while working in various urban and remote areas of Ethiopia for different RH programs he was able to observe many individuals who were expected to lead but had very poor leadership qualities which resulted in team and personal de-motivation. In many instances he was himself demotivated and even considered himself as a person lacking in innovation and creativity.

Personal Background Dr Yilma Melkamu Alazar is a 38year-old public health professional and currently an assistant professor at Addis Ababa University (AAU). Between 198894, he attended Gondar College of Medical Sciences where he received his medical degree. Later he graduated with a Master in Public Health degree from AAU. Dr Yilma served as a general medical practitioner in DembiDollo Rural Hospital in a remote rural town in western Ethiopia, then at Saint Gabriel General Hospital, and other clinics in Addis Ababa. He also worked with Marie Stopes International-Ethiopia, the Jimma Reproductive Health Project in Oromia, World Vision International-Ethiopia, and Shenkolla Child Survival Project in Southern Ethiopia. After receiving his MPH degree he worked as a Program Officer for Family Planning and Reproductive Health in Pathfinder InternationalEthiopia. Married for four years with a young daughter, Dr Yilma is a happy person with a wonderful family life.

He is convinced that if there is proper leadership, people can have the freedom to be motivated, creative and being visionary. He understands that financial or material rewards are not the only incentives that make people work and be productive. Rather for him it is the freedom to have an opportunity to create new ideas at the work place that is the highest and best incentive.

IMPACT

VLP

Dr Yilma was selected for the VLP while working for Pathfinder International. He admitted that the very reason he participated in VLP not only because it is related to reproductive health (RH) and population but because he felt he was aware of the deficiencies he had in leadership qualities. He had great expectations from the start; now he admits that VLP more than met his expectations. He was able to observe and witness success stories and experience of people in different walks of life and as he describes it, “who are able to get unbelievable achievements”. He stated this experience to be overwhelming and an inspiration for his future work. “After the VLP training I saw myself,” Dr Yilma states. He was able to see and assess himself as a leader. The training helped him understand the qualities he never considered himself having.

LEADERS

AS ROLE MODELS

For Dr Yilma, all the past worries and concerns for leadership issues changed overnight after he joined the Pathfinder International. There he got what he wanted for life! He came to know who were the ones full of vision with inspiring qualities, leading people towards becoming innovators and who helped fellow workers become leaders, not followers. Leading RH figures like Tewodros Melesse, Tilahun Giday and Mengistu Asnake totally changed his attitude towards leaders and leadership. According to Dr Yilma, people like them who have the vision and the ability to listen new ideas are priceless resources to develop an organizational culture to best serve clients and target population and bring social benefit for the country at large. It was at this stimulating time when he was seeking additional guidance for leadership that the VLP opportunity came along.

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“ ”

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After the VLP training I saw myself.

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Dr Yilma M Alazar

USING

Ethiopia

LEADERSHIP SKILLS

After VLP training he started to think and take many initiatives. But the major difference was not taking initiatives but thinking systematic initiatives. He started learning how to share vision with others and became convinced that having a vision without knowing how to share it and make partnership alliances would not be worthwhile. He recalled an occasion where he wanted to expand the family planning method Norplant by declaring a “Year” of Norplant. But he didn’t share his vision with his co-workers, and his initiative failed. Dr Yilma is now starting to have success stories as a leader. He was successful in running the Pathfinder’s vision of involving private practitioners in RH programs. The program which initially faced much resistance can now claim to have 120 member clinics.

Dr Yilma getting creative at VLP training

With new leadership skills, he was able to successfully manage five Zonal RH programs. Communicating what had being done in one project area to RH workers in other areas greatly helped in advancing the important issue of sharing experience among fellow workers. This special approach taken by him helped the RH workers have healthy competition among themselves and as an engine to do more and above all to report what has been done.

CREATING

One of the special qualities that helped Dr Yilma run the rural projects effectively was the team spirit he developed among the different workers in the different parts of the country “The work is not only mine”.

SOMETHING WITH INITIATIVES

His

main communication.

(a) The CBRHA Association

tool

was

Frequent communication accompanied by exchange of updated information was the reason to initiate an association of Country-based Reproductive Health Assistants (CBRHAs). One day Dr Yilma was informed by one supervisor by telephone that CBRHAs spent the day trying to form a small Ethiopian traditional association called “Eder” to help each other in times of death and illness. Dr Yilma’s automatic and instantaneous response was to suggest establishing bigger association that would address broader issues such as engaging in community development issues. He communicated this new experience to the supervisors in Ambo (Western Ethiopia), North Shoa and Wello (Central Ethiopia). After he and his colleagues developed the constitution, the association is now official, recognized by the Ministry of Justice. The CBRHAs are well convinced of the idea because they are contributing three to five Birr monthly out of

LEADERSHIP WATCH

For Dr Yilma, a talented and committed RH professional, the VLP happened at the right time. His whole mental focus has been positively energized by a Can-Do attitude! Dr Yilma started to see possibilities in everything, from creating new alliances or reviving failed efforts of the past. By being inspired, he has himself become inspiring to others.

ISION V A vision will inspire and guide

STRATEGIC ALLIANCES

Tap the power of alliances to advocate or change something

COMMUNICATION

Communicate frequently and make colleagues and partners feel they are part of a team

THINK BIG

Simple ideas can have big potential

VISION Having a vision without knowing how to share it and make partnership alliances is wasted

Ethiopia

Dr Yilma M Alazar

their monthly transport allowance of 40 Birr. They also generate income from collecting service fee from contraceptives they distribute. The main objective of this initiative was to make the association financially able to continue beyond the project funding period. (b) The Medical Association for Physicians in Private Practice-Ethiopia At the national level, Dr Yilma showed his leadership by successfully convincing relevant private-sector leaders of the need for and benefits of a national network of private practitioners. Taking a personal initiative, he took the difficult task of organizing the national network. Aware of the advantage of having the respect given to Pathfinder, where he was then working, he was able to convince the management of various companies and secure fund for the first national meeting. His immense dedication and tireless effort paid off when the first-ever national conference for was held on July 2003. The association was named Medical Association for Physicians in Private Practice-Ethiopia (MAPPP/E). Even though not a private practitioner, Dr Yilma is one of the founding members. Not satisfied by just establishing the association, he further gave much time helping in the drafting and preparation of the constitution of MAPPP/ E. He further motivated and helped the members by searching for funds and organizing training programs for them. This is an exceptional opportunity for the private practitioners who rarely have the opportunity for training unlike the health providers working for MOH or higher teaching institutions. Through this he enabled the private practitioners to create an atmosphere of belonging with other health workers; this helped narrow the gap between them and facilitated the way towards having an environment of cooperation and collaboration. The forum also helped the private practitioners to have a voice to address common operational challenges such as work guidelines of MOH.

The happy Dr Yilma at his office

To further increase the chance of sustainability of RH work at the community level, Dr Yilma and his team are trying to link CBRHA with credit associations in the respective zones.

The

culture of communication helped the RH agents of the different zones to have an experience-sharing and best-practice forum.

The association is becoming a mechanism for having an annual program review meeting and establishing relationship and partnership with the federal and regional bureaus. It is also expected to provide benefits for the MOH to design and establish a management information system and to be aware of the contributions of private practitioners in the delivery of health services in the country. Dr Yilma played a key role in securing a three-year fund for the association. In the future he is working on steering the MAPPP/E towards engaging in RH work.

Dr Yilma (right, standing) with his field staff

A focus group discussion on health with village elders Photo credits: Dr Yilma M Alazar and ICOMP

AFG. CHINA PAKISTAN NEW DELHI

BURMA

INDIA Arabian Sea

Laccadive Sea

There have been several underlying trends over the past few decades. Fertility levels have been steadily declining; population growth rates have also gone down while use of contraceptives has increased. However, high prevalence of home deliveries (estimated at two-thirds of births) may account for the lingering high maternal mortality ratio. There are wide variations between regions as well as urban-rural areas. Other challenges are vulnerability of large segments of the population to HIV/AIDS especially young people and rural women; adolescent reproductive health; gender inequities; womenâ&#x20AC;&#x2122;s access to quality reproductive health services. The eastern states of Bihar and Jharkhand, where health indicators are among the lowest in India, have an estimated combined population of 110 million. Among the challenges are: high incidence of early marriage; anaemia among pregnant women; significant tribal population; poor accessibility, availability and coverage of family planning and reproductive health services; poor health infrastructure; and a mobile young population in search of employment.

VLP IN INDIA

SOME STATISTICS Population (millions) Proportion of population,15-24

Maternal Mortality Ratio

540

Infant Mortality Rate

63.7

Deliveries Attended by Skilled Attendants, %

HIV Prevalence, 15-24, Female Male

0.7 0.3

Unmet Need,Total, %

15.8

Source: UNFPA and PRB, 2005. Country Profiles for Population and Reproductive Health. Policy Developments and Indicators 2005

PROFILES OF FELLOWS

Anamika Sarma

Dilith Castleton

Leadership issues identified Murari Choudhury

Commitment, credibility and sincerity Ability to lobby effectively Rakt Ranjan Kalyan

Create demand for health services Communications and negotiation skills Be free of vested interests

1,100 19.1

48.2

Jharkhand, east India

Mobilize resources and communities

Most Recent

Contraceptive Prevalence Rate, Any Method, %

Organizations represented: 32

SRI LANKA

3.37

Gender ratio: 58% women / 42% men

Areas represented: States of Bihar and

Bay of Bangal

Total Fertility Rate

VLP Fellows

Number: 55

BHUTAN

BANGLADESH

INDIA Overview India crossed the 1 billion threshold in May 2000. Achieving population stablization is a key concern under the National Population Policy of 2000, with commitment to voluntary and informed choice, and consent of citizens when accessing reproductive health services.

NE PA L

Dr Sanjay Kishore Ravi

Suresh Pankaj

Anamika Sarma Manager*, Family Initiatives Tata Steel Family Initiatives Foundation

Written by Ms Saswati Ghosh, Ms Bhramar Mallick, Mr Ranadeep Sadhu and Ms Susmita

namika hails from a relatively conservative Bihari family and was brought up by a strict grandmother in an environment where, for girls, jeans and skirts were definitely out; it was de rigueur to oil hair and be closeted behind locked doors by sundown; and expected to be a proficient cook when barely in the 7th grade. Yet during their visits her liberal parents encouraged her to reach out. But these contrasts in values both confused her as a young girl and contributed to shaping her attitudes.

Personal Background

When still a kid, Anamika started earning her pocket money by teaching small kids. Her mother affectionately remembers, “she was always a very curious child and socially very active, accompanying her grandmother to events organized by UNICEF such as work with street children”.

Anamika hails from a relatively conservative Bihari family and was brought up by a strict grandmother. However her liberal parents encouraged her to explore and reach out.

Friends and acquaintances encouraged her to attempt the Indian Civil Services Examination, the acme of achievement for some, and the gateway to the Indian bureaucracy. But Anamika refused. Yet the same friends remember: “challenges, she loves challenges; if somebody told her it cannot be done, then Anamika has to do it”. Where work is concerned, Anamika is focused and a workaholic.

Exposed to social work at a young age, Anamika is also academicoriented and has a healthy respect for education. She is also known to be a warm, effusive person who cannot say No to cries for help. However, she can also be brutally honest and outspoken.

Friends also describe Anamika as a warm effusive person, who is caring to a fault, “who takes care of all.” Even at office she is unable to say ‘no’ to any request for help despite herself being weighed down with work. Anamika says, “You have to learn to manage in situations where you don’t have people reporting to you directly, you have to do it all right from budgeting to being the clerk on the project. It starts with you, it stops with you”. An outspoken person, she has always spoken her mind ‘….. which only rests on honesty’.

Anamika is one of two children of an Air Force family. She has settled in Jamshedpur with her job at the Tata Steel Family Initiatives Foundation. * She is currently on leave of absence from work to pursue an MBA degree.

LEADERSHIP WATCH

Respect for learning and new ideas as well as an energetic outspoken personality have strengthened the effectiveness of Anamika’s initiatives and performance. She is a young leader who is willing to take risk and try new things. To Anamika, challenges and opposition are merely obstacles to be smoothed out and managed properly. Being focused has helped to strengthen leadership

WORK INITIATIVES The Tata Steel Family Initiatives Foundation (TSFIF) earlier, by way of its work on family planning (FP), had encouraged use of different FP methods. Anamika recalls, “At that time I had just arrived after doing my VLP – my vision had changed. I had observed so many models. I proposed my boss why not try one model. We will look for a partner. In itself it was a very revolutionary idea. Tata Steel till that time had implemented projects but they didn’t have collaboration. They gave me that liberty to work on it.”

VISION

STRATEGIC

COMMUNICATIONS

LEARNING

Take time to develop a vision ALLIANCES

Build linkages with partners for synergy AND MEDIA

Get the message out NEVER STOPS

Appreciate learning and always update and expand own knowledge base

VISION Forging partnerships with private sector to respond to needs and enhance service delivery

Anamika Sarma

Mr Gopi Gopalkrishnan, Program Director of ‘Janani’, which had developed the Surya model, agreed to make a presentation to Tata Steel. There were reports that people had complained about Janani and its Surya clinic model. Anamika says, “Even if you want to get some thing done it depends how you present things. It also depends if you make the other person feel it was his idea, too.” Result? The clinic was finally sanctioned.

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India

“

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”

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We need to look into the angle of preventive and promotional behavior [when giving pills and condoms]. A constant need has started to come up that we didn’t have youth-friendly clinic.

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Today the Surya Clinic is a one-stop family care center known for its standard of high quality and low price which differentiates it from other clinics in the city, especially the government clinics. Two big agencies have joined hands to make it a success. The idea of backing a revenue-generating model is not to make money but to ensure a steady flow of revenue as the sustainability of the training depends on the money coming in. Further a for-profit initiative keeps up the competitive spirit of the people. The person bringing more cases will get more incentive.

Opening of Surya Clinic (Anamika in blue)

An earlier irritation about improper disposal of hospital waste from FP operations being done on their office premises led Anamika to successfully push for the clinic to be shifted elsewhere. This shift enabled it to function more as a stand-alone clinic; the subsequent tie-up with Surya gave the initiative wings. There were so many cases coming to the clinic that the cost was recovered within six months. Profit is also being shared. “Our people are not there but it has our brand. Control is ours. And we are giving the services,” she says. Another initiative that was taking root was ‘Apni Baaten’ – an RH discussion session for adolescents. Young people feel nobody understands them and the changes they are experiencing at puberty. “At that time you need some one to whom you confide and be with you, someone who also cares enough to help take care of their behavioral changes.” She recalls “Initially when we tried to sell this idea to the schools, they disagreed. In the school where we started the teachers were very annoyed with the principal since students were being exposed to sex through sex education classes. There was concern that we are making young people prematurely aware of reproductive health”, says Anamika. Yet they forged ahead. “Initially we decided to conduct 12 sessions. At present there are eight sections and every session has 200 kids. Apni baaten is catering to 200 kids in 12 sessions. ….. This year it is going to change because they liked us. Now what they are going to do is to hold it also in classes nine, ten and eleven – they are going to make it 50 children per class. This will go on for next three years’. In ‘Apni Baaten’ children either discuss their problems individually or the problems are addressed in the session. Today more schools are eager to join in. She remembers, “We went to the Bangkok HIV/AIDS conference and met with many donors. When I was standing outside a press conference I saw a lady coming towards me. She was Satya Sharan, editor of “Femina”, one of India’s premier women’s magazines with national circulation. An article on the HIV/AIDS conference in “Femina” was

On starting an initiative:

“Surya clinic is my baby, from writing the proposal of the project to finding the partner, talking to the partner and doing all the paper work. I wanted to observe the whole system and the types of model they have. I invested time to understand the models. I wrote a concept note in the night..... I documented everything. This concept paper is basically an introduction to how, when, what. I got positive feedback because we don’t have the culture of writing. It was very detailed and representative”.

Anamika Sarma

India

carried over to the India Economic Times of the Delhi, Mumbai & Kolkata editions. It started with TSFIF initiative on HIV/AIDS. The local press in Jharkhand also carried features “On shelves: sweets and condoms” and Apni Baaten. We received very positive press clips and because of that our situation improved.” Anamika has been writing some sections of the Tata Steel annual report for the past two years. This required her to collate information from different corporate services or initiatives like environment, sports and community development. The company’s annual report is published out of the head office in Mumbai.

IMPACT ----------

“

Her mother remembers:

“VLP phase was personally a very hard time for Anamika …. I was in Delhi and her father was totally bed ridden……… Somewhere I felt guilty that she was not allowed time to cry when her father died, like I never had time to sit and cry for my son. But she never had time to cry for both father and brother. Now she realizes that every thing is temporary. She knows how to get out of it, to live the moment and value the human relations as they exist. Through the excruciating depths of pain she has come out holding her own well.

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”

VLP

----------

Anamika along with two other colleagues, Dilith and Ipsita, were selected for VLP. Her organization appreciated the selection and gave her three months paid leave without any hassle. She says, “After VLP we had clarity that there is a problem in day-to-day setups. Being a bureaucratic management, for every thing, sanction from the highest level is required. All the smaller organizations hesitated to collaborate with our organization. But through our initiatives, the organizational environment has become more responsive. Because of the Eastern India Forum, we started giving part-time consultancy to Hindalco and Confederation of Indian Industries. We started building the capacities of personnel of Coca Cola on HIV/AIDS and helped them to draft their policies.” She relates from her experience that “when you are consulting with another organization then it becomes very important to take that organization at its face value and understand what are its key strengths and key weaknesses. Once you have understood that you ask: how can I best use our expertise to their advantage and what are things I can ignore?” Personally Anamika has also perceived changes in herself: ‘Rather going into head-on collision, I ask myself “why did you do this?” Change your position and see to their problems. Each one is appreciating others’ points of view. This issue was earlier less of a focal point”.

Anamika enjoying a session with “Apni Baaten” participants

At a TSFIF public forum in Jamshedpur

Anamika Sarma

----------

India

“

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Comments from her seniors

PREPARING

FOR THE FUTURE

Anamika has taken a break for higher studies. She is on leave 2006-07 without pay to pursue a self-financed Masters in Business Administration (MBA) at the Bradford University’s Singapore campus. Anamika says, “I chose this course as I needed to understand how business people work as that’s where most of our hard-core funding to create empowered communities comes from! If I want to be understood by Bill Gates I need to talk his language right!” In future, after her course, she plans to work full time with strategy and core initiatives centered around reproductive health. To broaden her perspective she may consider relocating for a while to China or Vietnam. Some day she says she would like to take up teaching using adult pedagogy. She says, “there is difficulty in teaching adults to change their behavior. There is no end for learning. Too much of scope within the Indian context. Nothing is bad enough that you can’t make good, there is nothing by which you can learn from. Say sorry when you make a mistake and you will learn more.”

Anamika on learning: “I think that much we owe it in any field. If you know theory, people respect you. I need to keep updated….... If you know what is happening by reading about pathbreaking projects and looking for opportunities to implement back in your work you are being a knowledge worker. I always aspire to be recognized as one.”

Mrs. Shakti Sharma, Head of the different social initiatives of Tata Steel, says: ‘Anamika, I see as a person with absolutely boundless energy, extremely creative person, also intelligent, very sharp. If you need to set up some something, she just picks it up very fast. She works hard and that helps people around her to work to match her pace. VLP has helped Anamika in focusing her energies. She is m u c h m o r e p o s i t i ve i n h e r reaction than earlier when she was largely reactive, now she is more constructive”. Dr Jaganath, her supervisor, says: “Anamika has got very clear-cut planning and she can plan and she looks at the big picture always which coupled with good presentation and communication skills adds to her effectiveness….. She has got good relations with the managers, peers and juniors.”

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”

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Photo credits: Anamika Sarma and ICOMP

Dilith Castleton Manager and Joint Administrator Tata Steel Family Initiatives Foundation

Written by Ms Saswati Ghosh, Ms Bhramar Mallick, Mr Ranadeep Sadhu and Ms Susmita

rom humble and difficult beginnings came a one-of-a-kind leader and trailblazer. A tribal and eldest of nine children, Dilith had seen her share of ups and downs. In childhood she looked after her siblings, helped with household chores and still found time for studies. Soon after Dilith’s birth, circumstances compelled her parents to migrate to Jamshedpur. Her father started working at the Loyola School hostel. Her education was the result of her mother’s initiative. The Loyola School, run by the American Missionaries of Society of Jesuits, encouraged the education of its employees’ children. Dilith made it through due to her own grit and the encouragement of her illiterate mother, Filomina Tigga.

Personal Background Dilith is from a tribal community in Jharkhand. As the oldest of nine children, she learned to look after her

Her growing years motivated her to work on issues of family welfare, as she knew the problems in big families. “I get inspiration from my husband, my two sons and my mother to make a difference in the society”, she says. She is married to Anthony Castleton, an educationist and development professional.

siblings and helped with household chores. But she never neglected her studies,

due

her

mother’s

encouragement. Growing up at the Loyola School where her father worked, Dilith valued the education there and the opportunities that came with it. She later did a post-graduate program in family and child welfare at the well-regarded TISS. Deeply religious, Dilith believes she has a blessed life with supportive husband and two adult sons. She is

She is deeply religious, and firmly believes that success and all the good things come through God’s grace. For her, learning has no caps. Despite marriage and motherhood, she decided to pursue a post-graduate program in family and child welfare in 1982 at the TataSteel Institute of Social Sciences (TISS). With a 20-year career rich experience and learning, Dilith is today the manager and joint administrator of the Family Initiatives program at the Tata Steel Family Initiatives Foundation. Bharat Ratna Sri JRD Tata, founder of the Tata Group had always inspired her to work on reproductive health (RH) issues, as problem of population was a big issue in India. She reminisces that, “I had the unique opportunity to learn from him, visited the rural areas with him, discussed issues and witnessed his sensitivity towards women’s problems and society as a whole.” She still remembers his words “whatever comes from the community must go back to the community itself”.

making her mark in helping others through her job at Tata Steel.

LEADERSHIP WATCH

Her husband says that Dilith is a gutsy fire brand, with an indomitable spirit. Anyone who has met Dilith will know that she is a leader who wants to do so much. From way back, she has learned ..... about being responsible, taking action, and nurturing the younger ones. Her maturity and steadfastness have taken her places including breaking new ground with Muslim and tribal communities.

VISION

NURTURING

ORGANIZATIONAL

COMMUNICATIONS

Her vision guides her through life FUTURE LEADERS

Young people must be given opportunities to prosper and excel because they are the future CAPABILITY

Always improve on ways to do better and provide quality services AND MEDIA

Let your story be told

VISION To keep serving people with a clear focus now and an eye to the future

Dilith Castleton

IMPACT

India

VLP

After learning from VLP, Dilith began stressing on sustainability for programs and projects, as well as within her organization as well. Another conviction that was strengthened by VLP is the faith that ‘while expanding a project one should think of liaison, and focus on networking and convergence’. She has also begun to look in the longer term. Like every one else, she used to think about short-term goals, but after VLP Dilith has been egging people to think of what will happen 20 years down the line. Dilith is working as project director of several projects ranging from adolescents, HV/AIDS, capacity-building to Targeted Intervention Project. She has begun to work with new [for her] communities like homosexuals, commercial sex workers and platform children. The Jharkhand State AIDS Control Society (JSACS) is working on such targeted interventions and her organization should include them as well. TSFIF has been recognized by JSACS as one of the leading organizations to demonstrate successful results of its targeted approach. She is one of the members and resource persons for JSACS involved with developing the draft proposal for the National AIDS Control Policy Phase III.

Initiatives and new concepts should have a sustainable approach strengthened with ownership of the community, integrating health with other developmental initiatives and developing second-line leaders.

Lessons from VLP

Sustainability of programs

Earlier Dilith was a more of a doer. After VLP, she focuses more on her mentoring and guiding role as all the initiatives and efforts need to be sustained and the only way possible, she believes, is to develop a second line of leaders to work for the community. There is an urgent need of more and more young leaders, as they are the driving force for sustainability.

USING

LEADERSHIP SKILLS

(a) Developing new leaders

and organization Focus on networking and convergence Think in longer terms Build capacity for better impact Guide and mentor others especially those less fortunate

Developing a second line of leaders has been a core focus. Working with the youth is a big challenge especially given the fact that adolescent reproductive health (ARH) issues are taboo in the community. The youth leaders need a mentor and guide who could channel their energies into encouraging positive behavior. Dilith has a very simple and inherently inspiring message for the young people: “I was one of you, but I capitalized on opportunities that came my way. That is how I became better so you can become better, too”.

Dilith, the fire brand, making her point

A tribal welcome to a workshop (Dilith, middle)

Dilith Castleton

India

Profiles of Two Young Leaders Mentored by Dilith

Nikhat Naaz is working with the adolescent health project.

Chukinder Hembrome is very quiet person but

She was hardly 16 when she met Dilith. She is from minority community and was very shy and quiet. She was also bound by the norms of purdah. Over 5 years there has been a tremendous change in her. Nikhat has preserved her own customs and traditions and also worked on RH issues. Once she confessed in front of 300 youths that she and her partner have decided to marry of their own choice and both took HIV tests. “That was a big achievement of my mentorship,” says Dilith with pride. Nikhat is accepted as a youth leader not only in her own community but also in other communities. She can address the audience, train peer educators and is an role model for them. Nikhat says “if Madam would not have been there, I would not have been a different Nikhat.”

very sharp in designing communication materials. This simple person’s life would have been very mundane but today he says, “Now, I know so much about my sexuality. At individual level there is a big change. Now in the way I talk to girls; in the way I used to think about girls. Earlier I thought they were just sex symbols but today I feel they are equal partners. This project has taught me so much and how to work with community. The thought itself enlightens me to do so much for the community. I have my responsibility to work with the community even after the project. Otherwise my life will be incomplete.”

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Mukthar Alam, a national-level leader of the Muslim council, says of Dilith:

I have never seen any other lady in my life who could boldly stand before an all-male Muslim audience and talk about sexuality, family planning – a difficult topic at any time …..”

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The project selected young field staff from the community itself. They were trained in motivation and team building, and given responsibility to manage programs. This has built confidence and commitment to develop, plan, manage and develop and implement their own programs. This set an example to other youths. (b) Making inroads Gaining access into conservative Muslim society and talking about HIV/ AIDS and links to sexual behavior was a big achievement. Building leaders from amongst the young men and women from this community was an even bigger challenge. But gradually changes are taking place. Even though use of contraceptive is not permitted, a study on volume of sale of contraceptive testifies to how useful the discussion with men can be. Today young Muslim couple come together to learn about safe sex, contraceptive from youth leaders. With the tribal community, Dilith has developed young leaders like Muni Tiu; Gloria Purthi, Rakesh Tirkey and Junika Nag who have gone on to start their own NGOs, receive national awards, join panchayat elections and so on. Dilith herself with her background and achievements, has fascinated the local press in Jharkhand. She is a role model for the tribal community. She has been interviewed and profiled in the local media many times.

TAKING

INITIATIVES

Dilith initiated and mentored the first Adolescent Reproductive and Sexual Health Project (ARSH) in the Social Services and Family Initiatives Division (SS &FI) of Tata Steel and Jharkhand State in the year 2000 in partnership with PPFA-I to work with minority and the tribal communities. The program objective was to enable youth to make informed decisions and practice healthy sexual and reproductive health (SRH) behavior in selected parts of eastern India.

At a adolescent girls health training

TSFIF has always worked on FP issues but its vision was limited to improving access to services. But just through FP services the quality of life cannot be improved. Dilith initiated the process of seeing FP in a comprehensive context spanning maternal child health, gender issues, and HIV/AIDS care, and counseling. It was a big turning point for TSFIF which shifted from a service delivery clinical approach to a program approach. Dilith’s leadership has always been proven by action, not by position.

Dilith Castleton

Because of her, the clinics started providing medical services on time. The focus remained on improving the quality and timeliness of the services. Additionally alternate methods of attracting clients were adopted. The slum dwellers did not trust immunization but were drawn to activities for babies. Later they were encouraged for immunization also. Clinical staff/doctors started to be valued as counselors. Dilith personally guided staff on how to talk to young girls and adolescents about sexuality. Earlier, very few adolescents came to these clinics. Now they visit and discuss various projects. Even doctors were earlier hesitant while addressing such clients but her continuous effort, motivation and training has made the difference.

ACCOLADES

India

Improving Clinic Services

Providing services on time Improved quality New ways to attract clients Value staff as counselors Offering related services Ongoing training and staff motivation

ARE COMING

Today Dilith is a recognized authority on corporate social responsibility. She handles sessions on “Ethics and Sexual Harassment at Workplace”. Dilith regularly counsels on sexuality, HIV/AIDS and family life. She also conducts training session and training of trainers (TOT) on ARH & HIV/ AIDS, family life education, women’s empowerment, tribal development and other related issues. She is today regularly called upon to address church groups, youth groups, NGO forums and Rotary clubs. She is secretary of the Jamshedpur NGO network SAVA. Dilith was appointed as the point person for Jharkhand for the Ford Foundation International Fellowship Program. She is also the point person for policy issues at the National AIDS Control Organization. She is a member of the district legal aid and reproductive and child health cells. She is on the Governing Board of NGOs like Young Men’s Christian Association Jamshedpur branch, SEEDS, Samekit Jan Vikas Samity of Catholic Charities. She has received various awards and recognition from Tata Steel and other agencies for her role as an exemplary social worker. She has also traveled widely, having participated in workshops and exposure programs in USA, Thailand, Canada, Jordan in her professional capacities sponsored by agencies like Ford Foundation, USAID or at the invitation of governments like Canada. In November 2005 she was sponsored by Tata Steel for a 10-week training course on “Psychosocial Intervention on HIV/ AIDS”. She is developing a ten-module training manual on HIV/AIDS from this training.

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Dr Jagannath, Administrator (chief executive officer) of TSFIF says:

“After the VLP, I could actually see her focusing in the bigger issues and she is getting into the networking, getting NGOs to come together. Earlier she was more of a professional, though even then she used to be the secretary of SAVA. But she is actually trying to get things done through NGOs and working on how their capacity can be built”.

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Her vision is to continue working – to keep serving people. In time, she would like to go for further studies or research or do a doctorate. As she likes to quote Robert Frost, “The woods are lovely, dark and deep and I have miles to go before I sleep.” Dilith’s journey is just beginning.

At a VLP network initiative meeting for addressing adolescent reproductive health

Photo credits: Dilith Castleton and ICOMP

Murari Choudhury Executive Director Network for Enterprise Enhancement and Development Support

Written by Ms Saswati Ghosh, Ms Bhramar Mallick and Mr Ranadeep Sadhu

urari joined the development sector purely by chance. It was not the most natural thing to do for a person hailing from a business family and no prior inclination for the social sector. However, it was XISS which gave him the initial orientation on the issues of rural development, the poor and poverty. He says, “It was ASSEFA and the team there which moulded me as a development catalyst. In the early eighties I was touched and traumatized by exposure to the real rural Jharkhand [that time it was Bihar]. The idea to serve the people in Santhal Pargana, conceived in the early 1990s, was realized in late 1997 as NEEDS.”

Personal Background Born into a business family in Kolkata, Murari joined the social development sector because of his exposure to rural development and poverty. After graduating with a Master’s degree in Rural Development from XISS in 1984, he joined ASSEFA and learned first-hand what development is. Later he worked with an international relief organization on a “Food for Work” program. One particularly impoverished region (Deoghar) in Jharkhand state spurred him to found his own organization for greater impact. NEEDS was formed in 1997 to help vulnerable communities with livelihood, resource management and health.

LEADERSHIP WATCH

Among Murari’s most obvious characteristics is his natural ability to inspire confidence from others. Other characteristics are his endless store of ideas, and an uncanning ability to mobilize resources and make partners. His charisma is combined with sound knowledge and skills to great effect in everything he does. Like a good leader, he prepares well, and doesn’t put glitz before substance.

Furthermore, he says that his wife (a medical doctor) has always been an inspiration to his work. Remembering the toll on their family life and how NEEDS plunged their only son’s future into confusion, she says today, “I trusted him [Murari] all the time, I saw him grow as an institution himself and he proved it. He gave very little time to the family members but he compensated it with his work. He is the hero for my son.”

FOUNDING NEEDS: A JOURNEY PEOPLE OF SANTHAL PARGANA

FOR THE BETTERMENT OF THE

(a) Matters of the heart “I wanted to strike at the poverty of Santhal Pargana. NEEDS, as such, was there in my mind as it was conceived during my stay at ASSEFA, but it was not the right time to initiate it. I waited for nearly eight years for the right time with necessary conditions that included my marriage commitments”, says Murari. The founding of NEEDS gave Murari a platform for realizing his dreams for the developmental sector. He wanted to be where there was a need that he and his colleagues could address effectively. Locating NEEDS in Deoghar town in north-eastern Jharkhand state was a matter of geographical priority as it would be within easy reach of many needy communities.

VISION

STRATEGIC

CAPACITY

RESOURCE

Think big but start small. Work where the need is greatest ALLIANCES

Seek committed partners to expand coverage BUILDING

Only the strong will be sustainable MOBILIZATION

Consider the not-so-obvious places and people. Combine persuasion with adequate information.

VISION For the poor and marginalized, food and health cannot be separated. Sustainable health has many aspects

Murari Choudhury

NEEDS started its journey in late 1997, with the mission to endeavor for “sustained food and nutritional security of vulnerable populace, especially women, children, through environmentally sound interventions, while ensuring equity, justice and human rights”.

India

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My family was in Kolkata and I could barely meet them once in three months. The first computer

(b) Challenging early days

in the organization was my son’s

“In those days our only capital was money from my Provident Fund received after leaving CRS. Some dedicated professionals from diversified backgrounds came together to create an environment for a dignified life for the marginalized in Santhal Pargana region of Jharkhand”, says Murari. First three years were a veritable struggle for survival. To supplement the meagre resources, Murari remembers, “I used to take the pain to do intensive consultancy along with the work load of new organization. My family was in Kolkata and I could barely meet them once in three months. The first computer in the organization was my son’s that I had bought him in my CRS days. NEEDS became my existence… it is very difficult to keep it apart from my emotion.”

that I had bought him in my CRS days.

NEEDS

became

existence… it is very difficult to keep it apart from my emotion.

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(c) Getting results From 2000 onwards NEEDS became more stable. It made a mark in Santhal Pargana through its high standard of service. Along with the network partners its outreach has increased to 27,000 families. Livelihood enhancement remained its core activity and poorest of the poor the primary target group. It continued its action research in the villages to develop appropriate processes to reach the poorest. NEEDS promoted women’s self-help groups as the base for community organization. NEEDS later took a strategic move ahead and set up an institution called ‘Rural Technological Park’.

NEEDS - Seeing Results from 2000 High standard of service Network reaching out to 27,000 families Action research to develop appropriate interventions to reach the poorest

Promoting self-help groups for community organization Establishing the “Rural Technology Park”

“Our grassroots experience enriched us with the lesson that health and nutrition are two major areas where immediate attention is required till the livelihood prototypes get stable. So we believe that movement on food and nutritional security cannot be restricted within people’s ‘accessibility’. Rather, it should cover people’s ‘food utilization’ or consumption pattern, also,” says Murari. (d) Health is integral NEEDS’ primary focus is to impact on food and nutrition security of the marginalized, in which it focuses on access, availability and utilization of food. Its perception on utilization of food includes ensuring sound health, access to potable water, and issues like maintaining hygiene and sanitation. Therefore, NEEDS emphasizes on sustainable health as one of their important programmatic sectors. Its objective is “reduction in mortality and morbidity amongst women and children (under 5 years) by enhancing the women’s capacity in safe motherhood and child health care issues and improved access and control on health infrastructure and information”. To attain this goal NEEDS concentrates its efforts mainly on two target groups: women and adolescents, the future parents. Major intervening areas are mother and child health (MCH) along with reproductive sexual health (RSH) for young generation. Sarwan, Chandan and Palajori, the identified blocks for the project, are amongst the most backward and needy in the state.

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Tanay Chakravarty, colleague of many years, on Murari:

“Murari is a dreamer; he has ability to translate his dreams in to action. His dreams are beyond ordinary and he has converted his dreams into reality.”

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Murari Choudhury

India

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VLP gave me opportunity to think, strengthen my confidence and improve my ability to visualize. VLP training helped me understand the organizational growth process better, and motivated me to take the growth process on board.

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IMPACT

VLP

For his VLP mentoring program, Murari selected JOICFP/Japan to learn about their approach to ‘Community-operated Reproductive Health Program (CoRH)”. It was a good opportunity for him to make contacts with Japanese donor officials. JOICFP has effective models of fund-raising and organizational sustainability issues which Murari wanted to learn from. To make it to Japan, Murari raised additional funds from other sources to supplement VLP funds for this mentoring. At JOICFP, he attended a 5-day workshop on RSH sustainability where he interacted with leaders from 14 other countries to learn about their programs and ways of implementation. Learning about JOICFP’s fund-raising strategies and how donors prioritize their commitments and build relationships was invaluable. Murari also reignited the interest of Japanese aid officials in east India, and they later went on a fact-finding mission to Jharkhand. They were impressed by what NEEDS was doing and the potential for helping the poor. In mid-2005, Murari was drafting a proposal for a multi-million dollar grant with JOICFP and JICA.

Learning from the Japanese

Learning how a Japanese donor agency, JOICFP, works

CREATING

“I have learned a lot on organizational sustenance. JOICFP has clear sustainability policy and has a mechanism developed to generate revenues through internal dealings besides having fund-raising strategies. Many of the policies are suitable for our conditions like vehicle maintenance policy, staff costsharing, information material costing, training and consulting cost, IEC material marketing, etc. Back home at NEEDS, we have taken decisions on such things, and already have conducted training for our team and developed strategies for change.”

A NETWORK FOR

ARSH

VLP motivated Murari to establish “DISHA*”, a network of 17 NGOs in the Deoghar area, working on a wide variety of community development and livelihood issues. But believing that health is paramount, all DISHA members were oriented and trained on RH especially issues relating to adolescent RH. Murari used three modules from the VLP 2-week advanced leadership training manual and translated them into Hindi.

At a DISHA network meeting

* DISHA stands “for Development Intervention on Sexual Health of Adolescents”

“I was interested to form such a network to cater to the needs on ARSH of a larger mass that NEEDS alone could not do. To my satisfaction DISHA is slowly but steadily growing to serve the very purpose”, states its founder. Murari recognizes the support of NFI and ICOMP in the process of growth of DISHA. The sharing of VLP advanced leadership training with selected NGOs of Santhal Pargana in 2003 motivated them to rethink their operational strategy. All these grassroots NGOs created space for RH within their organizational mission and programmatic design. They then went through a change process and are at various stages as a result of the capacity building. Now 12 of these 17 groups have completed program planning under the mentorship of NEEDS. They have also successfully implemented programs on ARSH. NEEDS has brought professionalism and proper system management to these grassroots organizations.

Murari Choudhury

Discussing health issues with villagers in Santhal Pargana

BACKGROUND: TAKING

India

Murari (center) with adolescents of Santhal Pargana

THE ROAD TO THE DEVELOPMENT SECTOR

After graduating from XISS on 1984, Murari joined ASSEFA. It was here that he first came to know the poverty of Santhal Pargana. After nearly five years, he left to join Catholic Relief Services (CRS), to work in eastern region in the “Food for Work” program. Soon after joining, Murari spearheaded the Ranchi office to look after the Bihar chapter. In those days CRS’s approach was more of charity than development. Murari used his ability to develop interpersonal relationship with church groups and influenced decision-makers to gradually bring changes in program focus and staffing pattern of the church institutions. His monitoring data convinced the administration to re-orient and review project investment decisions. Murari later became the coordinator of agriculture commission of CRS national initiative; he was also elected the nationallevel staff representative for India CRS governing body. After eight challenging years, Murari left CRS for another, bigger, challenge. He felt the time was right for answering the call of Santhal Pargana and he went on to set up NEEDS. As they say, the rest is history.

DISHA (Development Interventions on Sexual Health of Adolescents) Murari’s networking with these groups built up their capacity and create a vision to intervene on RSH as a core program area. This became a mini-VLP training. Thus DISHA evolved as a networking and resource center to carry out the mission of ARSH. The National Foundation of India (NFI) has already started partnership with eight DISHA members. Support from SIMAVI also in the pipeline. The inimitable characteristic of this network is that it does not stand for any kind of fund mobilization. Rather it works as a service-providing centre with fee, so it is a self-sufficient institution.

Working with Adolescents through NEEDS and DISHA NEEDS is directly implementing the program on Adolescent Reproductive and Sexual Health (ARSH) in 428 villages of Sarwan and Paljori blocks of Deoghar district. Till April 2005 NEEDS alone has 58 groups of adolescent boys and girls covering 870 adolescents aged 15 to 24 years. They are taking initiatives to regularize immunization program and optimal participation from the community. They are catering the services to entire tribal villages. In addition, they are using traditional theatre skills in promoting RSH messages. Through DISHA network, partners are working in six districts of Santhal Pargana region- Deoghar, Pakur Giridih, Dumka, Jamtara and Godda. This particular group is working on RH needs of tribal communities. This does not focus on sterilization or birth control. Members of the teen circle are also working with some field animators as volunteers in small projects like in immunization campaigning, preparing list of pregnant women or under-6 children in their respective villages. After some effort both girls and boys participate in meetings together. DISHA also attempted to develop a database on knowledge and aspirations of adolescents in Santhal Pargana to develop a regional policy frame for DISHA on sexual education of adolescents. DISHA has conducted 28 PRA workshops, including participation of 717 adolescents to generate first-hand data on their knowledge level. On the basis of this analysis the team has converted the revised ARSH module into ILS module, which is in a total pictorial mode to take care of those illiterate adolescents who feel scared to join any training or meeting conducted for their “literate” counterparts. Photo credits: Murari Choudhury and ICOMP

Rakt Ranjan Kalyan Regional Coordinator Rashtriya Gramin Vikas Nidhi

Written by Ms Saswati Ghosh, Ms Bhramar Mallick and Mr Ranadeep Sadhu

akt Ranjan Kalyan, a regional coordinator with Rashtriya Gramin Vikas Nidhi (RGVN) with over 15 years of experience in the development sector, is always bubbling with new ideas and trying new things. Despite a heavy workload, his search for a more comprehensive, improved development package is a continuing endeavor. Kalyan is always thinking of people’s needs and helping to resolve their problems. As he says, “I am engrossed in creating a new model for integrating livelihood and reproductive sexual health.”

FAMILY Personal Background Kalyan comes from a village called Kalyan Bigha in the Nalanda District of Bihar. The village was named after his great grandfather. The family was rich but not like other landlords as Kalyan grew up in a pro-poor household. His parents were major influences in his life. His father was very supportive of education while his mother was sensitive to the poor. Kalyan started his development career after graduating with a Master’s degree in Rural Development from XISS. After several years working outside of Bihar, he returned to his home state in 1994. He joined Rashtriya Gramin Vikas Nidhi, a micro-credit NGO, in the same year.

BACKGROUND

Kalyan comes from a village called Kalyan Bigha in the Nalanda District of Bihar. Their family still owns over 200 acres of land in that region. The village was named after his great grandfather. The family was rich but not like other landlords as Kalyan grew up in a pro-poor household. His parents were the major influences in his life. His father, the first in the family to complete higher education, not only made sure his children were educated but also contributed to the education of the village children. “We were nearly 14 students including three of my brothers who studied together in our home and I always felt them as an integral part of my family”, says Kalyan. Even today he feels a strong bond with his village though he is no longer living there. Throughout his childhood and even today he was very much influenced by his mother. She was exceptionally sensitive towards the poor. Kalyan recalled one year in the early 1980s, when local riots spread to his area, his mother distributed all of their rice stock, against the objection of other family members, to the poor villagers.

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Kalyan is a young leader with both passion and sincerity, and a single-minded focus on his vision. He is keen to share learning and is supportive of junior colleagues. He gets ideas from everywhere and is eager to adapt them to home conditions. Bihar ’s challenging environment seems to give Kalyan motivation to think innovatively, and perseverance to do better.

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This lady (mother) could extend her love and affection beyond her family boundary, every villager in some way or other got her blessing…..that is how I was prompted to think for people.

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On being inspired by his mother:

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ISION V Dream becomes a vision becomes

VISION

reality

ORGANIZATIONAL CAPABILITY

Is the backbone for results and sustainability

MOTIVATION

Staying focused is self-motivating

THINKING OUT OF THE BOX Responding to challenges

To create a new model for integrating livelihood and reproductive sexual health

Rakt R Kalyan

PROFESSIONAL

India

BACKGROUND

About VLP: Having obtained his Master’s degree in Rural Development from XISS, Kalyan started his career in a very difficult area, the Kiriburu mines in Jharkhand, on a health project under SALE India. However, within six months he left the job and joined Hindustan Fertilizer to work on rain-fed agriculture in Hazaribagh district amongst the Munda tribal people. He considers this a major turning point in his life. This job gave him ample opportunities to understand the social perspectives, and various developmental aspects and complexities of rural life. He spent nearly three years working with different villages in Hazaribagh. He says, “It was my first leadership training, I learned the ways to make myself accepted by the people and learn to live like them.” One major intervention was introducing a new variety of upland paddy, named “Bandana”. Till now people of these villages cultivate it and they call it “Kalyan Dhan”. He says, “These incidents give me immense pleasure and encouragement to do more for the people of my area.” He returned to his native Bihar in 1994 when he joined Rashtriya Gramin Vikas Nidhi, which began operations only two years earlier.

IMPACT

“Even after having 14 years of experience in the development field, VLP gave me the first exposure in the field of reproductive sexual health, which not only re-oriented me towards gender sensitivity, women’s empowerment but forced me to re-think again on our working model. Before that, we have worked in isolation.”

VLP

VLP changed the way Kalyan thought about his work and taught him to be more aware of his perceptions and skills. He learned the importance of listening and to think differently. He became convinced that creating and sharing a vision on reproductive and sexual health (RSH) would be critical to success in his work. Before VLP, health-related projects never got much of his attention as he had focused on livelihood issues and micro-finance as ways to help the poor. As a leader, he sees it as his obligation to share his learning. Thus he modified the VLP training manuals and created short training exercises for his colleagues at RGVN.

Lessons from VLP: Creating and sharing a vision Perceptions and skills Listening Think differently Share learning

(a) RH is critical to productivity A pivotal turning point occurred during the early 3-month self-learning phase when he was doing his “Community Dynamics” exercise. Through a small sample survey on women and RSH, he found that nearly 70% of these women suffered from some form of RH problem. This, in turn, reduced 25-40% of their working days. Aside from the women’s health situation, he also realized that this ‘leakage’ (of working days) could do serious harm to RGVN’s livelihood program so working on micro-finance in isolation cannot sustain it. Hence, the idea of a new model of integrating livelihood and RSH emerged. Another significant finding of his small study was that RSH problems were already common from the adolescence period onwards. With this realization, Kalyan began to put more emphasis on helping young people be aware of RSH issues and information. (b) Mentoring Further impact from VLP training came from his mentoring attachment with two adolescent RSH organizations in the Philippines. He and three other Indian VLP Fellows were on mentoring attachment with the Foundation for Adolescent Development (FAD) and Kabalaka Development Foundation, the former is an urban-based organization while the latter a semi-rural youth program.

Kalyan (left) and other VLP Fellows with their mentor, Ms Alexandra Gelle (2nd, right) from the Philippines.

India

Rakt R Kalyan

CREATING A NEW MODEL IN BIHAR - CDOT Recently Kalyan brought together a number of professionals and formed a resource institution called “Center for Development, Orientation and Training (CDOT).” They are promoting this replicable model. He has recruited his friend, Amit, a graduate of Delhi University, to spearhead this. Amit says, “It is Kalyan’s dream that we translate this on the ground.” Kalyan uses whatever free time as a volunteer in CDOT in creating and sharing vision “for us to analyze ARSH as a issue of people, not only as a program or project.” Kalyan aims to develop the vision on ARSH for small NGOs to internalize it as an issue of the community with impact on their ongoing activities like livelihood interventions. As a VLP Fellow he understands his responsibility very clearly and carries the message to the remotest parts of the Bihar state.

His mentors made a long lasting impression on him. From Ms Cecilia Villa at FAD, Kalyan learned about different leadership requirements at different tiers of an organization, how to create a team of volunteers, and how to share vision with staff and stakeholders. He was really impressed to see FAD’s “Dial a Friend” program and its impact on school-going adolescents and the community. He appreciated the effectiveness of using multimedia to sensitize target audiences and the type of negotiation skills to deal with different stakeholders. He observed how things can be pursued and negotiated even with the protest of local religious bodies. From Ms Alexandra Gelle at Kabalaka, he learnt integration of livelihood and ARSH, and how to win support from local authorities. He visited an income-generating goat farm operated by an adolescent group with the support of local municipal body. Liaison with government officers and sharing vision among the staff and volunteers were two key lessons. He also scrutinized the different dimensions of their programs and their long-run sustainability. He was eager to translate their work in a version that is appropriate to the Indian social-cultural and economic situation.

USING

LEADERSHIP SKILLS

(a) Strengthening organization At RGVN Kalyan has the right platform to emerge as a leader. There was enough space to work. This triggered his creativity and he also acquired lots of learning by associating with his senior colleagues that in turn enriched his social and intellectual maturity. It is a real surprise that in his long career in the state like Bihar he has never tussled with naxalite* or faced any political pressure. He explains, “I am a very common man and work for people who are deprived, both never draw the attention of naxalite or political leaders.” His achievement can be evaluated in terms of programs and organizational development. (b) Helping other NGOs Most of the NGOs fostered by RGVN generally evolved initially as a fall-out of different social movements. Under Kalyan’s stewardship RGVN expanded its scope from being a mere donor to acting as guide that provides the necessary professional inputs for the growth and development of its partner NGOs. He has personally visited over 150 NGOs in Bihar and maintains a personal relationship with all of them. * Leftist insurgents

Fact-finding in a village (Kalyan on left)

With children in a Bihar village

Rakt R Kalyan

India

One NGO with a long relationship with Kalyan is Nav Jagriti. Most Nav Jagriti staff come from the local area (a rural district about an hour from the state capital Patna) and do not have a very evolved ‘development perspective’. But all of them today believe, like Kalyan, that development is not synonymous to “charity or grant”. Kalyan was with the organization from the early days of formation, building its capacity from field issues to administration. Kalyan remains available to Nav Jagriti till today. He constantly endeavors to promote others, be it an organization or a person.

Mobilizing the women is one of the major goals of Nav Jagriti

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ORGANIZATIONAL DEVELOPMENT From the time he joined in 1994, Kalyan has contributed substantially to the organizational development of RGVN especially in new ideas, fundraising and team building. He always makes time for the junior staff; he still spends time with them in the field and listens to them patiently. Through promoting decentralization of decision-making on the programmatic front, Kalyan has created a sense of ownership among the team that in turn has enhanced the achievement of targets. This, combined with marketcompetitive salaries have lowered RGVN staff turnover. (a) Persistence in the face of opposition RGVN used to provide small grants as soft loans to small NGOs for initial support. The organization initially utilized its own fund for this but after two to three cycles it proved insufficient to meet the continuing demand from hundreds of NGOs.

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Tarun, colleague, on Kalyan:

“Kalyan’s great strength is his perseverance. He can be credited with starting microfinance in RGVN. After VLP his new vision is to link health and livelihood together but the board is opposing his ideas. But I know…..Kalyan will not give up till the end.”

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At that point, Kalyan suggested micro finance as a more sustainable way out. But the majority of staff members and local advisory board of RGVN were totally against his idea and were apprehensive of the potential of finance in Bihar. Kalyan’s proposal was rejected three times by the board. Yet he constantly stuck to the point and worked on the operational plan with the help of various consultancy agencies. He ultimately broke through and the board approved his idea. Even after getting sanction from board there were several constraints like funding and staff acceptance. But slowly he made them realize its importance and initiated first micro-finance activity with a loan of five million rupees from SIDBI. Similarly, it was really tough for Kalyan to orient RGVN to focus on ARSH. It was at VLP training that he got exposure to ARSH issues. Though the local advisory committee did not always agree with his ideas, he has started his experiment with his partner NGOs. Many of his partner NGOs had started different income-generating activities or skills development training long ago with adolescent & women’s groups. Since VLP, Kalyan started to make them understand to add RSH campaign with these ongoing activities. For example, in one of Nav Jagriti’s skill-training centers for adolescent girls, one trained animator has joined the group who would introduce issues on ARSH. Now slowly NGOs have also started to understand the importance of the ARSH issues and are in the process of equipping their staffs with required skills with help of Kalyan and other ARSH resource persons. Photo credits: Kalyan and ICOMP

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Dr Sanjay Kishore Ravi Additional Chief Medical Officer*, Bokaro District Department of Health and Family Welfare, Government of Jharkhand

Written by Ms Saswati Ghosh, Ms Bhramar Mallick and Mr Ranadeep Sadhu

hough Bokaro district was known for its steel plant, coal mines and thermal power plant, the health indicators were as poor as the rest of Jharkhand. Having a total population of 1,775,961, the sex ratio was 896, less than state average. Female literacy rate was 47.17% and decadal growth rate 22.11%. The infant mortality rate (IMR) was 68 per 1,000, and 51% of girls were forced to marry below 18 years of age. Infrastructure and institutional set-up for health was inadequate.

Personal Background Dr Ravi was born in a simple middleclass family in Ranchi (Jharkhand). His father was a major influence on him. Mr Ram Rattan Ram was involved in the struggle for India’s independence in his early days. However, it was his mother’s wish that he became a doctor and serve helpless poor people in the villages. Dr Ravi first worked in the GolmuriJugsalai block in Singbhum district as a government doctor in 1981. He was then posted to various parts of the state over the next 20 years like Chas, Dhanbad and Bokaro.

* Dr Ravi got a promotion in mid2006. He is now the Civil Surgeon in Jamshedpur, the top district-level government medical officer.

LEADERSHIP WATCH

His willingness to think outside the box and work with new partners have resulted in Dr Ravi’s district reporting the best family planning growth rate in the state. To him, it was simple: government resources were not adequate, so why not work with NGOs and private sector? But non-traditional collaboration requires new skills and way of working. Fortunately Dr Ravi was prepared to take the lead.

However, since 2004, things started to change for the better. Bokaro General Hospital (SAIL) and the Family Planning Association of India (FPAI), Gomia branch began collaborating in family planning (FP) programs. The Bokaro health department had also conducted a number of meetings with the private sector and NGOs to improve the GO-NGO partnership. This was due to Dr Sanjay Ravi, the Additional Chief Medical Officer for the Bokaro district. He personally ensured the necessary technical support for healthrelated programs.

FAMILY

BACKGROUND

Dr Ravi was born in a simple middle-class family in Ranchi (capital of Jharkhand). His father was a major influence on him. Mr Ram Rattan Ram was involved in the struggle for India’s independence in the early days. From 1952-90 Mr Ram was in the Congress party. He was cabinet minister in Bihar, a Member of Parliament, and during the prime ministership of the late Rajiv Gandhi, he was General Secretary of All India Congress. But this closeness to power did not affect their simple upbringing. Every day from morning to late night his father was busy with people’s problems. Hence, the desire of serving people was nurtured within Dr Ravi from the home environment itself. He was very much influenced by his father’s dedication. He recalls, “My father used to quote one line attributed to [US President] Lincoln: “Do not think what country gives you, think what you can give her.” The quote remains his guide even today. From childhood Dr Ravi was sensitive and supportive towards others. It was his mother’s wish that he become a doctor and serve helpless poor people in the villages. His family background, to an extent, forced him to do something more meaningful than just earning money.

ISION V A vision gives inspiration to excel

STRATEGIC

PARTNERSHIPS

Build linkages with NGOs and private sector to expand family planning services

THINK OUTSIDE THE BOX

Explore new ways and ideas

RESOURCE

MOBILIZATION

A barter system can be useful in the offer and exchange of resources

VISION Building an effective new model for government programs in family planning and health

Dr Sanjay K Ravi

PROFESSIONAL

BACKGROUND

After graduating in 1978 Dr Ravi’s first posting as a government officer was to the Golmuri-Jugsalai block in Singbhum in 1981. After a year, he found one of the most important diseases affecting the children was skin disease, and no specialist treatment was available nearby. This motivated him to pursue a diploma on study of dermatology, sexually transmitted disease and leprosy. After that he was posted at Chas block, then part of Dhanbad. He served as deputy director (AIDS) health services in Patna, Bihar for consecutively four years, 1993-97. But he decided to quit this job for his family and took a posting in 1997 as an Additional Chief Medical Officer (ACMO) in Bokaro. Dr Ravi has a very bright and effective track record throughout his career as a doctor and administrative officer, claims one of his senior colleagues, Dr M L Dokania, Head of Janamore referral hospital. Dr Dokania has been working with Dr Ravi in the past 10 years and sees his friend’s success as a combination of his methodical approach and a meticulous and perfectionist nature. Apart from these prominent characteristics, he is very cooperative in nature. He is effective and prompt in decision making and translating this to reality.

IMPACT

VLP

this improved Incollaboration process in the year 2004-2005, the progressive report of new family planning acceptance in Bokaro district is highest ever which is evident for the district health team. (Dr Ravi on the achievement of his district due to new initiatives)

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The year 2004 was a major turning point for Dr Ravi because he was selected for participation in VLP. It gave him the opportunity to meet many like-minded people who were from different NGOs. Different VLP learning methodologies exposed him to a new world view in the field of GO-NGO partnership. He started to understand the perspective of the NGOs and was also able to appropriately position himself among them. (a) Getting a new perspective Before VLP, Dr Ravi, like other government officials, could not understand the rationale of engaging NGOs in government programs. He did not trust them as a change agent in the field of development. Getting VLP leadership training together with NGO leaders was like opening a new window. Now Dr Ravi is involved in the NGO movement in Bokaro and is trying to decentralize government program through NGOs to cater to the needs of the people. Though his staff and colleagues were initially not convinced with this idea, they have slowly started to adopt this approach after seeing the expanded outreach in 2004.

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Dr Dokania says: When the hospital was suffering from a lack of urgent anesthesia for surgeries, Dr Ravi did not wait for official orders. Rather he tried to manage it with negotiation with local private hospitals and some NGO service centers. This has worked out well in the times of emergency.

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On one side-effect of VLP:

“VLP forced me to see how NGOs and government can successfully work together. I can understand that the target people are same for both of us and to date government infrastructure is not in a situation to reach the last person of the remote villages in Jharkhand and Bihar. So creating a different working model that we government functionaries can use NGOs as a powerful weapon to extend our service to the poor, is crucial.” Speaking out on community health

Dr Sanjay K Ravi

India

(b) Mentoring His new perspective on GO-NGO partnership got a further boost through his mentoring program in Sri Lanka. His mentor, Mr Abeysinghe, Head of FPA Sri Lanka (NGO), exposed him to the government FP programs under the Family Health Bureau, Ministry of Health. He saw how both sides collaborated to make their respective interventions more effective.

Raising awareness on HIV/AIDS

In particular, Alokaya, the popular youth counseling center, impressed him. This clinic offers counseling services for FP/RH problems to the younger generation through different attractive communication modes. Another interesting thing was the Nainamadama center, about 50 km from the FPASL office. It is a residential training center which provides its master trainers as resource persons on FP, RH, STI, HIV/AIDS for different educational and awareness programs. The Ministry of Health is taking support from the FPASL for such training.

BUILDING

A NEW MODEL FOR GOVERNMENT PROGRAMS

After completing 27 years of service as a government doctor in different capacities Dr Ravi has an enriched understanding of the present health scenario in Jharkhand. He faults the poor outreach of government programs for the poor health indicators. (a) GO-NGO partnership

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A NGO partner says of Dr Ravi:

“He always extends himself beyond his work boundary, even in very insignificant program. With prior invitation he is always present”.

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With Dr Sen of FPA-Gomia

Realizing this, he has devoted a good amount of time over the past two years to create a cost-effective new model of GO-NGO partnership to increase the service outreach within present infrastructural constraints in the system. In this mission along with other NGOs, the FPAI-Gomia is one of the prominent partners. As ACMO he was responsible for planning, monitoring and evaluation of any kind of health-related program, run by government or NGOs. Today he is responsible for programs that include sex education, spacing methods, promotion of modern contraception, ante- and post-natal care, safe delivery, immunization and RTI/STI, HIV/AIDS, blindness control, food adulteration and other special program like polio drive, leprosy, malaria, diarrhoea, and so on. The government takes the support of various NGOs and often a large part of the responsibilities of implementation is shifted to them without concomitant change in decision-making power and without any capacity building component.

Dr Sen of FPAI-Gomia on working with Dr Ravi: “We are working together for last seven to eight years in Bokaro. Being ACMO, Dr Ravi has changed the prevailing image of government doctors and tries to build up a valuable GO-NGO partnership. People say the best example one can set is by doing. He has made it his principle. Removing time-taking bureaucratic process for reaching masses he creates a unique example. We used to inform him off the record for the training programs and others and he used to visit us unofficially whenever he comes to Gomia. He does not seem to be an ACMO for us, rather a close associate to FPAI-Gomia with all his authoritative power. This year in Bokaro, family planning coverage has been nearly doubled from last year due to good GO-NGO partnership and credit goes to Dr Ravi.”

Dr Sanjay K Ravi

He says, “But along with monitoring and evaluation another responsibility is to nurture their capacity which was always overlooked by government functionaries like me. It is my second realization from VLP.”

India

Learning from VLP

Maximize resource use

(b) Seeking NGO partners With this understanding he tries to promote small grassroots-level NGOs by extending government program support or by his technical inputs. Amar Sanskar is another such NGO that has developed from a youth club in Pichhri in Petersbar block. They are now working on government polio eradication and other programs in the most remote part of Bokaro district.

Need to monitor and evaluate

Nurture organizational capacities

The president of this organization said that they have joined government program due to Dr Ravi’s interest in their growth. Dr Ravi has done excellent micro-planning for the polio drive with government & NGOs for program to reach the remote areas of Bokaro. He has taken up each and every activity with similar sincerity. He has broken down the bureaucratic time-taking formalities. Another NGO partner, CARE Bokaro, also has an equal impression on Dr Ravi. They have formed a core committee against HIV/AIDS in Bokaro under the chairmanship of the District Collector. For World AIDS Day 2005 CARE had initially planned several events without any government support. But just before this, Dr Ravi got an opportunity to present this plan before a state-level meeting on World AIDS Day. He got this plan approved and government sanctioned a small budget for each district. His major strength is that he never makes any false commitment and can easily accept his limitation. With all these new initiatives, Dr Ravi is having less time at home and with his children. He says, “My wife is one of my big supporters and carries the entire responsibility of our children. She always makes an effort to understand my dreams and confronts me where she is not convinced enough.”

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Mrs Laxmi Kishore on her husband:

“He could earn money from private practice but he never gave proper time to his chamber. He dreams to establish a counseling center for youth in future, but he cannot do much with this idea at present due to time constraints. Family members will always support him for doing something really evocative.”

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Dr Ravi says: “Two years before I was working in the regular mode as a sincere government medical officer but even after devoting nearly 12 to 14 hours daily, the results were not at all satisfactory. The reasons were many - infrastructure constraints, time-taking procedures to translate any idea to ground, etc. But I could not find the right way to break all these difficulties. Here VLP has contributed a lot to my understanding. The outreach of government health services can be increased tremendously without warranting a lot of investment on government infrastructure.”

Photo credits: Dr Ravi and ICOMP

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Suresh Pankaj Executive Director Organization for Socio-Economic and Rural Development

Written by Ms Saswati Ghosh, Ms Bhramar Mallick and Mr Ranadeep Sadhu

uresh Pankaj is an enthusiastic young man who is always in search of ‘something’. Earlier on, he was somehow dissatisfied with his choice of career, and never understood why.

But life has its quirky turns. An event was organized by a NGO called ‘Janashakti Vahini’ where the chief election commissioner of India, Sri T N Seshan, was invited to talk on ‘Fair Democracy’. Pankaj’s active involvement prompted Janashakti to recruit him as its National Coordinator. This changed Pankaj’s life. He then got involved on a full-time basis, and discontinued his law studies.

Personal Background Suresh Pankaj was born in 1969 in Patna. He spent most of his early life in the rural parts of Bihar state. He read political science in Patna, and later graduated with a Master in Business Administration degree from Muzaffarpur. With a few friends he founded the Organization for Socio-economic and Rural Development (OSERD) in 1993, pledging to do more work for community development. He was a national coordinator with Janashakti until 1997 when he left to join OSERD full time. He is now executive director of OSERD. He got married to Anamika at the young age of 23 years. His wife is a teacher with a Bachelor’s degree in Education. They have two young children, a daughter named Snigdha and a son, Shreejan.

LEADERSHIP WATCH

Tenacity and determination are hallmarks of a leader who persists in the face of obstacles and challenges. Working in Bihar is no easy task but Pankaj is a charismatic leader with his heart in the right place and plenty of ideas and energy. Through his commitment to HIV/AIDS he is now a recognized young leader for innovative interventions in prevention and care.

He worked very hard with Janashakti. He got to learn a lot about the workings of NGOs. He soon became a master trainer on HIV/AIDS issues. The first major campaign was a big AIDS campaign organized in Delhi by Janashakti in 1994 with the new Miss Universe Sushmita Sen lending strength to the cause by her presence. From here on, he became fully committed to the social sector. With a few friends he founded the Organization for Socio-economic and Rural Development (OSERD) in 1993, pledging to do more work for community development. He continued with Janashakti until 1997 to join OSERD full time. He is now its executive director. Pankaj is a member of a recently-formed consortium of leaders from India, Pakistan and Philippines working on “Adolescent, Sex and Sexuality”, organized under the aegis of Packard Foundation. Pankaj is one out of six selected from India. Since mid-2005, Pankaj is a member of State AntiDiscrimination Committee of Bihar Government for HIV/AIDS prevention, which is headed by Health Secretary. Family background Pankaj’s father was a Block Development Officer, a middle-level administrative officer with the Government of Bihar. Every three years his father was transferred which gave his children opportunities to explore diverse areas. Privileged as the only male child, Pankaj was always ‘saved’ by his mother and sisters for his mistakes. This added advantage helped him go all out and explore the possibilities of being ‘different’ from the crowd. He made friends easily, and was always good in studies as well as in sports, especially cricket. ISION V A vision will inspire and guide

ORGANIZATIONAL CAPABILITY Create a caring work culture

MOTIVATION

“Team First”. Consult and involve staff to ensure loyalty and dedication

COMMUNICATIONS & MEDIA

Good work should be made known to get public support

VISION Be at the forefront of HIV/AIDS initiatives in the state and region

Suresh Pankaj

His father was great believer in Bhagwad Gita and Ramayana and used to organize religious discourses (pravachan). During his school days, his father organized social service camps like eye camp, health camps where he could get involved. This contributed to shaping his personality. Impact of VLP Personally he feels that, prior to VLP, he was excited and aggressive in decision-making. He used to force his decisions on members or staff but now he takes consent before accepting any decision. The VLP leadership training helped him to consider ‘Team First’ even in matters of decision making. He has been leading groups of various small organizations under Bihar State AIDS Control Society and DFID-supported Poorest Areas Civil Society (PACS) program. Both these groups have now become stronger. His leadership in these two groups keeps the entire network intact and active. The best example is the 2005 World AIDS Day Campaign that was a huge success not only at the state level but also nationally. It happened because of his innovative idea to set up a “Condom Park” in the city, to raise awareness amongst the community through informative posters showing ways of safe sex. Pankaj is more confident as his issue analysis has improved and team members are consulted on handling larger issue-based networks. During VLP mentoring, exposure to HIV/AIDS programs on prevention and care in Thailand was the most valuable learning. In particular, he had the chance to briefly meet Dr Mechai Viravaidya, a leader renowned for his successful high-profile HIV/AIDS prevention and care initiatives in Thailand. Many of Pankaj’s activities and programs in 2005 were based on the learning acquired during the mentoring phase. Although resource mobilization and sustainability were initially not on his priority list, they now became top concerns especially after mentoring.

India

Pankaj believes in making the organization sustainable and does not hesitate to innovate to ensure sustenance for people working for development. As part of a communitydevelopment and health initiative OSERD has recently started to manufacture sanitary napkins to be promoted in selected rural communities of Bihar. More than 19,000 women would be involved in this project, which is gaining acceptance, with production and sale.

LEADING OSERD The issue of AIDS made him think about Bihar state and his fellow Biharis. A large number of people from Bihar migrate in search of jobs and the risk of AIDS could not be denied. In this regard, OSERD has been at the forefront of HIV/AIDS work in the state. Since 1993, OSERD has been organizing rallies and various activities on HIV/AIDS prevention and care. This shift from being a paid staff to founder of an NGO was certainly difficult in terms of survival but support of his family saw him through the difficult initial years. The first year was difficult with very little infrastructure apart from an old scooter and himself as a one-man army and no other resources.

A special meeting with Dr Mechai (center) when on VLP mentoring in Thailand. On the right is Biswajit Panda, another VLP Fellow

At an HIV/AIDS rally with a Bollywood movie star (Sushmita Sen, center) as spokesperson

India

Suresh Pankaj

Devising a viable income-generation project for women through manufacture of sanitary pads

Lighting the ceremonial lamp at a workshop opening

In the initial phase many a time he got disappointed by the various agencies including Government of Bihar. By end of 1997 OSERD’s past record and Pankaj’s personal profile convinced the donor, the Voluntary Health Association of India, to provide the first small grant of Rs 50,000 for its World AIDS Campaign. Immediately after the first successful event OSERD became a well-known name in Bihar state. Soon after he received an invitation from the National AIDS Control Organization (NACO) which identified Pankaj as a Trainer. The UN AIDS/ APICT (Asia Pacific Inter Country Team) also identified him as a technical resource person for documentation of best practices. (a) Organizational development But this recognition was not sufficient as it made little difference to the material situation of the organization. The going was initially tough, and day by day, frustration increased. Pankaj remembers he almost quit and could have adopted any other profession in desperation.

Mobilizing women and selfhelp groups in Gaya district, to bring social change in:

Reproductive health services

Raising minimum age for marriage for girls

Contraceptive prevalence

Safe motherhood Better child care

He gives credit to his father, his pillar of strength, for keeping him motivated and providing moral support at times when he needed it most. There were others who kept his spirits up such as J V R Prasad Rao, formerly Additional Secretary, Ministry of Health and Project Director of NACO, Ms Neelam Kapoor, Joint Director IEC, NACO, and Ms Ina Singh, Assistant Country Representative, UNFPA. He treats staff and community as one big extended family. Most OSERD staff have been working with him from the beginning. He believes in building up the capacities of the people. He is friendly and gives importance to the family of the staff. The work culture encourages each staff to give their best. (b) Bringing services to beneficiaries OSERD also has a focus on mobilizing women of the Gaya District of Bihar around social issues relating to reproductive health, increasing the minimum age of marriage for girls’, improving contraceptive use, generating awareness for safe motherhood, and better child care. The strategies used by OSERD include formation of self-help groups of rural women; orientation of traditional birth attendants, medical practitioners and self-help group leaders; environment building for creating awareness; networking with local government officials and leading rural development banks. The sense of ownership and leadership displayed,

Suresh Pankaj

the skills women have acquired and the convictions with which more women from other districts are mobilized around key issues are testimonies to the impact of the OSERDâ&#x20AC;&#x2122;s project. Women have organized themselves into Mahila groups. They are starting dairy co-operatives and have developed negotiation and bargaining skills. In a region where women were neither seen nor heard a decade ago, the women supported by OSERD have formed themselves into 130 groups. OSERDâ&#x20AC;&#x2122;s approach has also been to work with men in the village to sensitize them on women empowerment, healthcare and income generation. Resistance has reduced considerably and today the women belonging to the Mahila groups raise funds through innovative means. They have bank accounts and help each other when in needs.

India

*** MAHILA GROUPS *** Getting results by giving women: Leadership Negotiation skills Organizational capabilities Sense of ownership Confidence and motivation Better opportunities

At a public rally promoting the Mahila groups

Photo credits: Suresh Pankaj, Biswajit Panda and ICOMP

India

MALI

NIGER CHAD

NIGERIA

BENIN

NIGERIA

ABUJA

CAMEROON

Gulf of Guinea EQUATORIAL GUINEA

Overview With almost 132 million people, Nigeria is the most populous country in Africa, about one in every five Africans. Overall, availability and accessibility to health care services is poor, accounting for one of the worldâ&#x20AC;&#x2122;s highest maternal mortality ratios, as well as high fertility rates and low usage of contraceptives. Women are disadvantaged on many fronts (education, employment, access to credit and resources, etc) and their health continues to be challenged by gender-based violence, female genital cutting, fistula, inadequate nutrition, and so on.

SOME STATISTICS

Considering the low level of information and knowledge, Nigeriaâ&#x20AC;&#x2122;s young people are vulnerable to teenage pregnancy, unsafe abortion, and spread of STDs and HIV/AIDS. The National Reproductive Health Policy has, among its objectives, to reduce: (i) maternal and morbidity rates by 50%; (ii) unwanted pregnancies in all women by 50%; and (iii) pre- and neo-natal morbidity and mortality by 30%. However, as with other national policies on HIV/AIDS, women and youth, implementation has been slow.

Most Recent

Population (millions) Proportion of population, 15-24 Total Fertility Rate

6.03

Contraceptive Prevalence Rate, 5-49, Any Method, %

15.3

Maternal Mortality Ratio

800

Infant Mortality Rate

111.2

Deliveries Attended by Skilled Attendants, %

HIV Prevalence, 15-24: Female Male

5.8 3.0

Unmet Need, Total, %

VLP is implemented in the northern half of Nigeria, where the population is almost equally split between Christians and Muslims. Appropriate cultural-religious approaches and inter-faith dialogues are key to effective program interventions.

131.5 20.8

16.9

Source: UNFPA and PRB, 2005. Country Profiles for Population and Reproductive Health. Policy Developments and Indicators 2005

PROFILES OF FELLOWS

VLP IN NIGERIA

VLP Fellows

Habiba Luka

Number: 60 Gender ratio: 60% women / 40% men Organizations represented: 45

Janet Ibinola

Areas represented: 14 states in the northern half of Nigeria

Leadership issues identified

Jessica Obadiah

Fostering government-NGO partnership Overcoming cultural and religious barriers

Joshua Ida Samson

Strong team-building and advocacy skills Mobilizing community resources Inspiring community participation

Mani Lawal Gambarawa

Establishing program direction Dr Sunday Jenner Lengmang

Habiba Luka Founder Female Role Models Initiative – Yobe Written by Dr Muhammad Auwal Umar

abiba is a trained medical health officer who has been engaged for some time in counseling on family planning (FP) and other reproductive health (RH) issues. She was Head of the Yobe State branch of the Planned Parenthood Federation of Nigeria (PPFN) before setting her own NGO called Female Role Models Initiatives.

IMPACT

VLP

As a leader in her prior organization, Habiba has had some training in leadership and management. However, she admits that she has not had much training in sourcing, utilization and management of resources. Her interpersonal skills were also far off the mark as a result of cultural and environmental restrictions which place females at a disadvantage and prevent them from voicing out their opinions, perceptions and ideas. (a) Team work

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I used to be a poor listener, especially as I was in top management level. I did not think that people had much to say that would improve my activities and those of the organization. I used to think that my subordinates should simply be scared of me and obey me whenever instruction was given.

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LEADERSHIP WATCH

Habiba was motivated to form her own NGO in order to have direct impact on helping young people. But, first, she must do teambuilding to ensure strong organizational systems. Second, she is adamant that donor dependency must be a thing of the past. Third, being cautious and culturally-sensitive in Yobe has yielded dividends in terms of credibility and support.

Habiba learned that team work is most important in making progress in development and other organizational activities. It is fundamental to effective leadership. She has to be focused on what has to be done. Successful leaders who have made any impact remain focused even in the face of challenges. (b) Facing challenges in the environment Habiba has to ensure that her vision, mission and approach are culturefriendly, understandable, and acceptable because women in Yobe State are usually afraid and unsure of RH issues, and they could not easily discuss such issues publicly. With the learning from VLP, Habiba was able to plan well and organize her activities in such a way that a lot of progress was made within a short period of time with high impact. (c) Resource mobilization The most notable VLP learning for Habiba was on resource mobilization. She worked in an environment where people simply waited for government to lead in any form of development activity. According to her, people just waited for government to provide funds and other logistics for any project and the moment this support ceased the activities would stop, sometimes without achieving the targeted objectives.

VISION

TEAM

ORGANIZATIONAL

RESOURCE

A vision generates commitment and action WORK

Essential for achieving results CAPACITY

Staff must be empowered and their values aligned MOBILIZATION

Be creative in sourcing resources to eradicate dependency

VISION To help disadvantaged young people with reproductive health issues especially females

Habiba Luka

Nigeria

(d) The power of one Prior to VLP Habiba did not believe that a single individual could make much difference but now she is prepared for the tasks ahead.

Forging team work

M ENTORING Mentoring was one of the key turning points of her involvement in development work. She says of her mentor, “Mike Okunno came down to my level, he quickly identified my weakness especially in the area of IT and he helped me to overcome it. He was so down-to-earth that I very quickly learned so many things that were possible for me to do or to know. He was very helpful especially as at that time the NGO we were forming was still a baby and we didn’t know much about organizational management.”

TAKING

Key challenges:

Getting community support Being cautious

LEADERSHIP INITIATIVE

Her focus on planned parenthood for young people became a reality when she realized that they have not been getting much in terms of counseling on RH and sexuality. This is essentially due to cultural and other social restrictions that made such discussions uncomfortable and sometimes even offensive. She, therefore, decided to devote her time to offering such counseling and advice to youth who are often more vulnerable by virtue of their disadvantaged position especially the females. For this purpose, Habiba established an NGO called the Female Role Models Initiative (FROMI) in Damaturu, the Yobe state capital. Since VLP, Habiba has achieved a great deal in terms of networking and collaboration with partners such as: (1) ARFH – IBADAN Project – “New Horizon” for systemic change (2) JHU/CCP – Ku Saurara project (3) Salisu Memorial Clinic in Nguru – To run youth-friendly activities

KEY

LEADERSHIP CHALLENGES

(a) Forging team work The most notable challenge faced by Habiba was the need to forge her staff into a formidable work team equipped to face the challenges in providing RH services. This could only happen if she was able to raise their level of RH knowledge, and appreciation of her vision. (b) Getting community support The other challenge was getting community leaders to endorse her work in RH and to offer the required support and encouragement. This is critical because in Yobe communities, cultural values are very strong and not easily changed. On their part the community leaders are equally afraid of negative public reaction on social issues and are usually very cautious in offering endorsement for any program. These leaders are also not very comfortable with social change because it may erode their influence and present a challenge to their positions. Being a Christian, this challenge was amplified for Habiba as all of her partners were Muslims though they were committed to bringing the muchneeded change to their people. FROMI has to develop special methods and strategy for convincing the community leaders and ultimately the communities to accept the program.

On changes in herself:

“Before VLP I had never thought that as an individual I could do something tangible to bring about change in my society. I always thought that I had to work for an organization through which I made whatever contributions possible. It is the VLP training that made me realize that even those organizations that were noted for their development efforts were themselves started by someone as such. With enough planning I, too, can make such a contribution. Today I have a working NGO that is fully involved in changing the lives of our people in a steady manner.”

Nigeria

Habiba Luka

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We did not know that there were things you could do to generate or attract resources and not necessarily in monetary terms. The VLP training on resource mobilization, utilization, management made a tremendous impact on me.

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Caution has became an ingrained feature for NGOs to the extent that it became a ‘filter’ for research on social issues. The wrong questions could provoke negative public reaction. To this end many researchers usually consult FROMI and run their questions by them before going to the field. This has helped prevent tension from being generated by reckless and often insensitive researchers.

FUTURE

FOR

VLP

It will be good if the VLP continues to provide support to selected leaders especially through grants to organizations such as her own that have been spreading information on RH in difficult areas. According to Habiba, her work through the VLP has raised the interest of youth in RH, boosted their morale and increased their demand for such services to a level that is putting their resources under severe strain. She observes that it will not be good for this new interest to die off as VLP needs to follow up on how the leaders are doing in their various activities and to make sure that they are working within the parameters that have been outlined. This will be greatly enhanced with increased resources and support to the leaders.

Habiba on impact of VLP:

“The VLP has changed my life for the better. I never thought I could make any significant change to my community on my own. However, the VLP has shown me that it is possible to change society with the smallest but consistent effort. With my old organization we were dealing with married women with not much focus on them. With the VLP and my new organization we are now fully working with them. We go to them in schools, to their groups and wherever they are so that we can provide them with the much needed services that will ensure a secure and productive life”

Photo credit: Habiba Luka

Janet Ibinola Vice President Reproductive Health Initiative and Support Association – Bauchi State Written by Dr Muhammad Auwal Umar

trained medical health worker, Janet regularly share the pain of young persons going through major challenges relating to reproductive health (RH) and child care. Some of the areas of concern are young mothers with limited knowledge of their roles and unable to organize their reproductive activities, high incidences of sexually transmitted infections (STIs) among young persons, desperation and social instability among young females facing the social stigma of having children out of wedlock.

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I have also realized that my organization should not just go out there and get into anything because it is available..... I look for partners and programs that think the way I do, feel the way I do and feel the way the young persons feel. That is our new focus and it is yielding the desired result of a more focused approach to development.

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LEADERSHIP WATCH

Young people have many socioeconomic and health problems that have not been addressed adequately. Janet realized that a way to help them is to provide education and information on reproductive health, working with like-minded partners. Leaders must be innovative in thinking, and Janet is proud of her youthfriendly clinic for young mothers which encourages the fathers to participate.

Other issues include disruption in life patterns with reduced life chances due to the inability of young mothers to attend schools as a result of their delivery, drug use and drug abuse among young persons as well as other gender inequality issues. This prompted Janet to focus her energies in enhancing the life chances of young persons through RH education and improved access to reliable information and other issues. With a teaching background, Janet started with working to positively influence their attitudes towards life and give them access to counseling and other support services that is so important to character formation.

IMPACT

VLP

(a) Getting a vision and focus Learning to focus her energies in a chosen and purposeful direction as a result of VLP, Janet also improved her listening skills. VLP helped her to develop a better understanding on decision-making and planning. (b) Organizational improvements VLP has enabled her to make major and significant changes to the way her organization works, select areas of involvement and the identification of the felt needs of her clients who are essentially young persons. (c) Getting community support Another issue of significant impact on Janet is community participation. The new idea she has adopted as a result of the VLP is to bring the people along and develop them as you develop the program so that they can take care of it even if the NGO or donor agencies withdraw their support.

VISION

PARTNERING

ORGANIZATIONAL CAPACITY

BE INNOVATIVE

A vision will set direction

Seek those with similar vision and who will work well with your organization

Develop capacity in line with chosen direction

Be willing to try new ideas

VISION Enhance the life chances of young persons through RH education and improved access to information

Nigeria

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“

Janet Ibinola

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I have a youth organization and I am hoping that one day the young persons will be running the organization because it is for them. This is part of what I learnt from the VLP.

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”

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This perspective has been incorporated into the management of the NGO that Janet works with. At the moment she feels that the young persons she has working with her can actually manage the affairs of the NGO even if she is not available. She says, “I have a youth organization and I am hoping that one day the young persons will be running the organization because it is for youths. This is part of what I learnt from the VLP.” (d) Team building Janet has learned how to develop team work and how to mould her staff into one working whole. She says that, contrary to what many people think, one actually has to learn to work with people. She has been able to pull the staff together so that they feel that they are not just employed by the organization but they are partners in making the organization work. Janet is proud to say that her organization now works as one without any noticeable difference between staff of all levels including employees and volunteers.

MENTORING From her mentor, Yemi Okoye, she learned that it is not necessarily how many people work in an organization but how well it is able to deliver its services and products. Janet strengthened her proposal-writing skills, learned how to cultivate contacts to establish a network. She says, “I learnt how to organize meetings and draw action plans so that the meeting may not be too long but everyone will know what is expected to be done, by whom and when. This makes very good use of time and resources for the most effective benefits.”

KEY

LEADERSHIP CHALLENGES

The most notable challenge was the need to generate enough resources to put into effect her aspiration of providing the much needed RH services to young people in Bauchi. This she was able to do with the skills she acquired through the VLP. When she set up a RH clinic for young mothers, Janet anticipated some resistance but she was pleasantly surprised to see that it did not last long and young people soon started making use of the services.

Janet on impact of VLP learning:

In pre-VLP days what usually happened was that an organization or donor would come with a project and we would help them implement it. After the VLP I realized that it is much more than that. If you really want to work with people and help them develop then you have to listen to them and identify their real and true needs. It is when you know what they actually need that you can develop an intervention that will ensure the realization of their aspirations. This means that if I want to make any appreciable impact on young persons then I need to provide projects and interventions in response to their needs not just because a project is out there that I simply latch on even if it has no immediate or visible benefit for the recipients.

Janet Ibinola

FOR

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THE FUTURE

Janet suggested that VLP interventions should be expanded to include the media in order to use it as a vehicle for pushing change on society. She observed that the media has long been recognized as a useful tool for moulding public opinion on social issues as such. It will be of great use to get the media to carry reproductive health the same way they report on sports like football or basketball. If this can be done then the impact will be tremendous. Though admitting that she is not sure how this can be done, Janet suggests that it should be seen as a necessity. The focus of the information dissemination and service provision on RH should focus on young persons whose opinions and perceptions can easily be influenced. So giving the right information is crucial

Nigeria

â&#x20AC;&#x153;

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â&#x20AC;?

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The media have long been recognized as a useful tool. It will be of great use to get the media to carry reproductive health the same way they report on sports like football.... the impact will be tremendous.

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On a innovative idea:

I conceived an idea of a youth-friendly clinic that will provide reproductive health information, services and products to young mothers in Bauchi and surrounding areas. This has been widely acknowledged to be the first effort anywhere in the world. We started with a small number which has grown to over 700 young mothers who ordinarily have difficulties in normal clinics that cater for more mature mothers to the detriment of the younger ones. Our clinic is particularly youth-friendly and encourages the active participation of husbands. At the moment many of the mothers come along with their husbands for support and mutual involvement. All this would not have been possible without the influence of VLP learning.

Photo credit: Janet Ibinola

Jessica Obadiah State President Country Women Association of Nigeria – Plateau State Written by Dr Muhammad Auwal Umar

ural women in Plateau State face many challenges which have motivated Jessica to work towards providing them with microcredit to improve their productive capacity. The middle-belt zone of Nigeria has a long history of social problems that are closely associated with poverty and the rural environment. Due to lack of infrastructure such as roads, water supply, access to education and health care, many communities are trapped in a cycle of poverty limiting their abilities to improve their lives.

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“

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Listening is a very important skill because by listening to what others have to say, one can have a better under-

For example, women can spend as much as five hours a day fetching water from distant locations, leaving very little time for other things except farm work, their main occupation. However, with micro-credit, these women (often uneducated and isolated) are able to engage in some productive activities, hence improving their income-generating activities to support their families. The Country Women Association of Nigeria (COWAN) works with various funding agencies to provide rural women with financial resources to enable them widen and improve their productive base. With a network of contacts already established it is easy for Jessica to infuse reproductive health (RH) information and education into the work activities of the association with very good results.

standing of their perspectives or view points. When you listen to others you will easily detect

IMPACT

VLP

(a) Getting new skills

where the gaps are and make arrangements to fill them up. You can develop a better response and to react positively and in a resultoriented manner.

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”

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LEADERSHIP WATCH

Effective micro-credit programs depend on productivity and health of participants. Jessica saw the root cause for poor results. By initiating a small change – water provision and sanitation – Jessica was able to open opportunities for rural women to focus on productive activities and their health. A leader should see good ideas everywhere. Jessica saw one at her mentor ’s workplace.

Jessica’s activities were previously restricted to credit provision and retrieval due to her relatively low skills level. This changed immediately after VLP. She says, “We were active in community development but there were many things we were not doing well and many things we were not doing right but VLP has changed all that. We were everywhere even where our impact is either not relevant or is taking too much energy to realize.” From VLP, she learned to be more patient, determined and to persevere. She improved her listening and communications, self assessment, and also acquired skills for presentations and team building.

VISION

STRATEGIC

RESOURCE

MOTIVATION

Set directions for actions and ideas PLANNING

Refresh organization’s strategies with periodic review MOBILIZATION

Strengthen proposal writing skills to improve mobilization opportunities

Lead by example and team work

VISION Improve women’s socioeconomic situation through RH and productive activities

Jessica Obadiah

Whenever she finished a VLP training component, she would immediately put it to practical use, and the results were almost always visible within a short time. She says that, being a leader, it is important to show the right example. She says, “I do what I want others to do as a matter of course. I shouldn’t be doing one thing and then demanding them to do something else. I also imbibe team work so that the organization can function and responsibilities carried out even in my absence or the absence of other leaders. This method allows sharing of work so that others can also grow and develop themselves.”

Nigeria

On need to manage funds well:

“If you give out credit and you lack the skill to manage the funds and organize recovery, then the money may be rerouted or simply wasted.

(b) Organizational improvements Jessica says that COWAN is now more developed, and has improved their system to function more effectively and efficiently. According to Jessica, “We had a strategic rethink in order to re-position ourselves for improved performance. It was then that we realized that there were certain things that were lacking so we set out to develop and put them in place using the skills I acquired from VLP advanced training.” c) Changing mindset Before VLP, Jessica wasn’t even aware that she could raise money on her own; she used to wait for donors to seek organizations like hers for partnership in project implementation. She realized that unless something was done about the life pattern of the women, nothing would change about their life chances and opportunities. She utilized her newly-acquired skills in proposal writing and was successful in getting some funds form Water Aid and OXFAM for developing a water supply system in the villages. Without the need to look for water, the women have more time to start some productive activities with the credit from COWAN. She also worked toward developing some form of cooperative activity among the women by establishing a vegetable farm with fund raised from OXFAM. The women plant potatoes, carrots, cabbages, onions, spinach, and so on. These vegetables help when there is a need for money to deal with emergency situations. She notices that the loan repayment is now coming in more regularly than in the past thus enabling more women to benefit from the revolving arrangements. She is grateful to VLP for equipping her with the skills that have enabled a complete transformation of COWAN operations thus improving the results of their interventions.

MENTORING – LEARNING

FROM LEADERS

“

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The VLP enabled me to learn proposal writing, report writing, public speaking and presentations as well as organizational management. I am really appreciative of this training and I can confidently say that we now have access to a lot more funds than before. VLP broadened my horizon to know what needs to be done to be more effective in development work

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”

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The search for water (five hours or more) greatly hampers the ability of these women to engage in productive activities. We got support from Water Aid to provide potable water to the community. They gave us N5m which we have used for water provision and sanitation. This has gone a great extent to free the women for other economic activities.

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”

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On reaching out:

The mentoring was one of the most significant learning opportunities for Jessica. Her mentor (Mairo Bello of AHIP) exposed Jessica to the requirements of good management including administration, communication, facilitation methods and so on.

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You need to make the clients understand how important the loan is, train them on how to use it and encourage repayment, otherwise all the money will be lost.”

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“All our rural women are now aware of HIV/AIDS and RH of women and youth because we strongly believe that we cannot talk about women without talking about young people. They go together. All of them now know what to do with their bodies, to take care of themselves and they can also teach other what to do”

Jessica Obadiah

Nigeria

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I was very impressed by the way AHIP uses sports such as basketball and football to move youth away from drug addiction and other social vices as well as to disseminate information on HIV/AIDS, RH and other youth-friendly services.

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”

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The most impressive aspect was the way AHIP used sports to channel the abundant energies of youth towards more productive activities and learning. The other memorable learning was seeing the ability of AHIP to turn many delinquent youth into behavior-change agents including some drug addicts and other miscreants who became role models. Jessica did not realize how many idle youths were around her area until she launched her sports project. She wanted to work with youth to fight drug addiction and other social vices. She quickly got them together and started using sports as a forum not just for them to make good use of leisure time but also to expose them to knowledge of the dangers associated with drugs, unsafe sex and other social vices. Many of the young people in her community gave their testimonies on how they started drug use and how they became addicted. But, with the support of other youth and mentors, they were able to end their addiction and become more productive citizens to society.

ACHIEVEMENTS

AND KEY CHALLENGES

Using mentor’s idea:

“We started with a small group which gradually grew in size and complexity so that today we have youths in the hundreds eager to take part in our activities. We have football, basketball, lawn tennis and other indoor sports to occupy their time.

Due to VLP, Jessica was able to transform COWAN into a vibrant fundseeking organization with support from numerous donor agencies. She raised funds to provide potable water to the communities, initiated a community vegetable farm, and generally improved the life chances of women in the community.

They made me their coordinator on the understanding that it was an interim appointment which I would vacate as soon as they could elect a coordinator from their rank.

OVERALL

The rate of credit repayment more than doubled since the VLP training because she utilized her newly-acquired skills to train the women in better resource management and got them more focused on productive activities. Jessica also initiated reform and rehabilitation projects for young people not just to get them away from drugs but also to prevent them from picking up such habits. This has paid great dividends as more and more of them are becoming less prone to drug addiction and other vices.

VLP

The VLP has been openly acknowledged by Jessica to be the turning point in her career in development work. It has given her the skills she needed to make the desired change possible. Prior to the VLP she was relatively blind to her weaknesses because she did not have the evaluative skills to check their negative impact. The VLP made all this possible. She was exposed to a wide range of skills ranging from proposal and report writing to resource acquisition and utilization as well as monitoring and evaluation.

GOING My involvement with the youth club often keeps me engaged till 10pm when some activities such as shows and presentations end.”

IMPRESSION OF THE

INTO THE FUTURE

As for the future of VLP Jessica says, “The VLP should not stop here because some of us still need guidance and support even though we are on our own. We need more encouragement and support so I am suggesting that a higher training that will further concretise what we have done so that the VLP will grow stronger and more effective and can stand the test of time.”

Photo credit: Jessica Obadiah

Joshua Ida Samson Chairman, Ohioma Foundation for Development – Benue State (Also Grants Manager with The ENHANSE Project in Abuja) Written by Dr Muhammad Auwal Umar

s head of the Ohioma Foundation for Development, Joshua has been actively involved in providing support to orphans and abandoned children. Nigeria has some cultural practices that place widows and orphans at a disadvantage thus resulting in many deprived and suffering young orphans and abandoned children. They greatly suffer due to the reluctance of people to bring them into their families as a result of cultural restrictions.

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I look at some leaders who

Another challenge is the reluctance of governments at various levels to make adequate provisions for the welfare of orphans and abandoned children. The middle belt of Nigeria and the Federal Capital Territory (FCT) have a large number of small, rural and impoverished communities that are still bound to inhibiting cultural values and cultural practices. The location of Ohioma Foundation for Development in Benue State enables it to reach such communities. The organization is strategically positioned to provide reproductive health (RH) information and other support to local communities in this region.

have made an impact ...for example, Gandhi. I look at their humble beginnings and how they all started, the process of change they were able to initiate and the price they had to pay in order to achieve those results that made them famous. VLP showed me that every passionate commitment to serve people requires selfless sacrifice on the part of the visionary leader.

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LEADERSHIP WATCH

Getting support and assistance for a long-neglected community requires persistence, creative ideas and communication skills. Joshua also had opportunity knocking on his door with the invitation to participate in a policy drafting committee. He made optimal use of this, and ended up helping a lot of people. It goes to show that support from policymakers can go a long way.

IMPACT

VLP

(a) Commitment From VLP training, Joshua realizes that to be able to help, improve and have impact on people there is the need to make some personal sacrifices. Another lesson is that starting support on a small scale is always better than leaving things unattended for too long. The idea to push toward influencing policy was awakened in Joshua by VLP and he went ahead to put in place what has resulted in national relevance for him and his NGO. He says, “We didn’t give up but were engaged in this and that which eventually came together to enable us to influence the National Policy on Orphans and Widows”. (b) Creating and sharing a vision One most interesting lesson was on establishing a vision and mission and then developing the strategy and laying out a plan for achieving the objectives. Another important lesson was resource mobilization and utilization. He never felt the pressure to source for funds but after VLP he started wondering what he would have done if he did not have ready ISION V A vision gives focus and direction

VISION

to strategy and plan

STRATEGIC ALLIANCES

Participate in alliances and drafting committees to influence policy change

COMMUNICATIONS

Work with communities to change old mindset

To see orphans and vulnerable children and widows be given support and opportunities to develop

Nigeria

Joshua I Samson

When opportunity knocks:

“You know that the desires of a dreamer come through sooner than later and one week after I returned from Kenya [VLP 2week training] I was invited to participate in the three-month National Rapid Assessment, Analysis and Action Planning Process for OVC* which led to the development of a National Action Plan to support over 200,000 OVC in Nigeria. The National Action Plan is even now undergoing further refinement. So now instead of helping just 77 orphans, I have been able to influence policy that will support 200,000 OVC.”

funds. Hence, he worked hard at developing fund raising skills and learning to network to further his activities. He later realised that networking opportunities are in abundance at both state and federal levels. In response to the training he developed two work plans with strategic objectives, one short to medium-term and the other, long-term. The short/ medium-term plan was meant to strengthen his organization and boost the capacity of the staff. The plan also sought opportunity to influence national-level policy. According to Joshua, “I believe I have achieved all my medium-term objectives. They include building the capacity of my NGO so that it can effectively function even if I am away; seeking opportunities to make national level policy change; and establishing some income-generating activities so that the NGO will not depend on funding to pay salaries.”

The long-term plan is to continue to develop his capacity and build materials to increase his understanding of best practices in OVC interventions in resource-poor countries. To this end he has compiled data on supporting OVC as it is practiced in other resource-poor countries like Kenya, Malawi, Uganda, South Africa, and the lessons learned in order to influence policies and other issues in Nigeria.

MENTORING Mentoring was perhaps the most profound experience that Joshua had with the VLP. His mentor (Dr Grace Denalo of Association for Reproductive and Family Health) is considered one of the very first Nigerians to work in the field of RH and family planning. Her persistence under severe challenges and personal sacrifices had really inspired him.

TAKING

* OVC stands for “Orphans and Vulnerable Children”

INITIATIVE, FORMING PARTNERSHIPS

Joshua has been participating in a number of projects supported by agencies such as USAID, DFID, MacArthur Foundation, UNICEF and UN so he has had some experience in leadership and organizational management. He has also been working with the ENHANSE project which is supported by the US government and is aimed at providing support towards the development of Nigeria.

What leaders do: Joshua mobilizing community (left) and persuading policymakers (right)

Joshua I Samson

Nigeria

Joshua realized that with the impact of HIV/AIDS on the family, the community and young persons, there is the need for efforts to help and support the young orphans and widows left behind as well as orphans from other more regular deaths. So he decided to initiate activities with a view to helping them improve their life chances. His work was initially supporting a range of individuals and organizations though he view such support as limited in impact just like a drop in the ocean. But this did not stop him from forging ahead.

KEY

CHALLENGES AND ACHIEVEMENTS

Challenges: • Raising awareness to the problems faced by orphans and widows • Pushing for change at both policy and implementation levels • Having limited resources to work for a small number of beneficiaries Achievements: • Working with a team of experts to develop an OVC proposal for the Global Fund for 2006 in order to channel more resources towards support for orphans • Being able to contribute to national policy • Mainstreaming gender sensitivity into projects • Encouraging government to wake up to the need for creating the right environment for supporting women

A widow and young child getting assistance from Ohioma.

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Between November 2004 and

SUGGESTIONS

FOR

VLP’S FUTURE

February 2005 I was able to

VLP should look beyond its present scope and should seek to generate social development by providing skills to large groups of people not just a select few. For example, VLP Fellows could be supported with funds to provide local training and support to a much larger number of individuals, probably up to a thousand. This will be of much greater benefit to more people. VLP could also focus on projects that are aimed at checkmating the negative impact of poverty and HIV/AIDS in Nigeria because they are both closely linked to choices and other issues affecting orphans, widows, women and children in general.

establish what I call incomegenerating activities for Ohioma in order to fund its activities and pay salaries so that we are not dependent on donor agencies for survival. Now we only work with them as partners in development.

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On contributing to policy decision:

“If I am to make national-level policy change, then I must seek every opportunity to give inputs at the right level.”

Orphans with some food supplies Photo credits: Joshua Samson

Mani Lawal Gambarawa Head Muslim and Christian Forum – Katsina State Written by Dr Muhammad Auwal Umar

hough not in the mainstream reproductive health (RH) field, the Muslim and Christian Forum of Katsina State is usually consulted and co-opted to work with numerous agencies in the effort to improve RH in the state. Using his background in education Mani Lawal Gambarawa is able to effectively work towards information dissemination with a very high level of acceptability by virtue of the people’s confidence.

Personal Background One of the leading Islamic leaders (ulamas) in Katsina State, Mani has been working to influence change in his society working with the tools of his profession – Qur’an and Hadith. He has always felt the need to use his position to influence the way people think and approach life. He is of the view that the society has a lot to do in terms of charting a more productive and beneficial course for the country. Mani was a key player in the campaign against the spread of HIV/ AIDS in Katsina State in collaboration with the Social Mobilization on AIDS. Working in collaboration with agencies such as the Third World Relief Agency, he has been training students in Higher Islamic Studies Certificate which qualifies them for admission into higher-level study programs. He can claim credit for training more than 2,000 students. He is also Head of the Da’awah (propagation) department of the Islamic Education Bureau, and Islamic Preachers.

LEADERSHIP WATCH

A religious leader with experience and a real understanding of his constituency, Mani is open to pragmatic modern approaches. He is aware of the good he can do yet is wary of the everpresent challenges that could derail his efforts. He realizes the value of leadership to bring about positive change, and is willing to take some heat for stepping on some toes.

Katsina State has a predominantly Muslim population thereby requiring careful approach to the dissemination of relatively strange and often objectionable facts, methods and strategy for RH. In most cases the reluctance of the people is not necessarily grounded in Islamic injunctions but in cultural practices which have grown in stature and became synonymous with Islamic values. Main challenges are to counter longstanding negative perceptions of reproductive rights and health. Mani’s limitations in western education did not prevent him from studying to the Masters Degree level in Islamic Studies. He understands society needs better due to his exposure at the university, the contacts he made and the reputation that he developed over time. He helped set up a union of local Qur’anic teachers to enable them gain access to empowerment and reduce the negative factors that hinder the development of their trade. Mani is the Head of the Da’awah or propagation department of the Islamic Education Bureau, and also head of Islamic Preachers that accompany Katsina pilgrims to Hajj. He is also part of the Islamic Ulamas who are consulted on a regular basis by the government on issues of social importance. The approach adopted by Mani has widened his constituency especially among young persons and women but he has been under constant challenge by traditional conservatives who do not wish to change their old ways or face the challenges of modern life.

IMPACT

VLP

Though he had serious difficulties with his limited understanding of English, VLP fitted in neatly with his aspirations to improve skills in leadership and change management. So he put in the extra effort, with help from AHIP. He says, “The first phase enabled me to identify what I was doing wrong and determine how I could improve on it. From that point on, I was able to improve how our organizations were operating and how we could make good use of the contacts we have contribute to the changes taking place

VISION

KNOWLEDGE &

ADVOCACY

COMMUNICATIONS

Be inspired and motivated by this ATTITUDE

Be open to new ideas but first get the necessary knowledge and information

Understand the sentiments of the groups you are addressing

Be credible when using media

VISION To influence change in society with appropriate religious tools and messages

Mani L Gambarawa

in our society. I used the learning to implement many good things especially on the AIDS campaign”. Mani also indicated that he was able to learn the futility of a confrontational approach to behavioral change. With the VLP case studies, he learned that these leaders had used subtleties and convincing arguments to change the way their people think and behave.

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Nigeria

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You know how it is with our people. They have a lot of respect for religious doctrine and are more willing to listen and use any information that

He observed that the VLP did not dwell much on religion but handled issues in a dispassionate yet productive manner. This made him realize that if the tools he was learning were to be deployed directly in his community without backing it up with religious doctrine, the success level would be quite low. So he developed a few techniques whereby what was learned from the VLP was applied but using a filter that allowed the use of acceptable references to religious doctrine to enable easy acceptance. Mani noticed that among the VLP Fellows, he was the only one whose organization has clear Islamic leanings. But the manner in which the training was managed and the way he was given the opportunity to make inputs convinced him that the VLP was a worthy program and he vowed to do his best to make it work. He was quick to understand that what RH is trying to promote is already a part of Islam; it is just the method of imparting the knowledge that differs.

has religious backing. So, if you make the mistake of talking to them without using the right references then the chances are they will not listen and may even develop an intense dislike to such groups and may even condemn them.

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Mani also credits the VLP for exposing him to leadership training and developing his skills in project development, implementation and other related issues. It was his first exposure to this sort of learning, but most of it made sense and easily fit into his existing understanding of life and how to induce behavioral change. His work plan deals with strategies for battling early marriage and improving acceptance for girl-child education. However, he is facing the challenges of funding and hostile local conditions.

MENTORING Mani declared his mentoring in Abuja as a great eye-opener because the experience was very practical and he was able to overcome his shortcoming in English. His colleagues were quick to offer support and even commended him for his efforts. According to Mani, “We joined our mentor to attend

Learning from VLP and getting acceptance:

On fund raising from the community:

“I realized that if the lessons I learned from [VLP] are to be of any use then I have to make sure that religious doctrine is used as a platform upon which our advocacy and sensitization will be based. All our input into policy will also have to be justified on the religious platform in order to succeed in Katsina. Everything that is being taught on reproductive health is already included in Islamic literature thus making things easy for people to accept it. The only difference is in the methodology deployed to disseminate the information.”

“In terms of making policy input on gendersensitive issues, I can say that I have gone a long way but in terms of implementing projects that I developed on my own the success is relatively low due to paucity of funds. ….. Here in Katsina our people are yet to develop the habit of making money available for projects in bulk. They prefer to give tips and small sums to many people individually instead of giving a large sum for a project even if the project’s benefit will be for the entire community.”

Mani L Gambarawa

Nigeria

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“

---------On reproductive health and religion:

Before VLP what I had was a lot of enthusiasm but very limited competence. Today I am positive that I have made many contributions to the

My focus is on religion. As such I am interested in how it can be used to improve the lives of our people. Moreover, I strongly believe that if you want to introduce any information to people you need to ground it in Islamic values, otherwise the people are not likely to accept or believe what you have to say.

development process in Katsina State and at the national level. I have made input into government thought and policy as well as its projects and

This is why people are quick to believe and accept what I have to say on TV, and radio or whenever I preach. I believe that the Qur’an has solved all areas of dispute on what we do not know by instructing believers to seek knowledge of things and issues from those who know.”

program; I was also able to positively influence our Islamic leaders towards accepting modern development methods and allowing youth to grow and develop themselves in an acceptable manner.

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conferences on HIV/AIDS in Abuja. I can remember one of the conferences at the National War College. It was a very fruitful engagement because we made so many contacts and developed a wide range of relationships with other individuals, groups and agencies”. Mani learned organizational management from his mentor who also put him through basic computing skills and by the time he finished his mentoring attachment he was able to do some rudimentary tasks on the computer. He was able to learn more about advocacy and sensitization as well as how to use contacts to push projects and ideas in a resistant community. This has helped him immensely in the management of his NGO which is a forum for bringing Christians and Muslims of Katsina together to work towards developing their community.

KEY Key challenges: Convincing conservative religious leaders to adopt pragmatic modern approach Paucity of funds Finding a balance between development work and his duties as government officer

Photo credits: ICOMP

LEADERSHIP CHALLENGES

The most notable challenge for Mani is to use his skills to convince the most conservative religious leaders to consider the more productive and pragmatic modern approach to educating society as well as battling social problems such as girl child education, early marriage, HIV/AIDS, child killer diseases, and social vices. Mani has been able to initiate some behavior changes among the religious leaders of Katsina. The other key challenge to his performance has been the paucity of funds. The scope and diversity of his involvement in development work has often placed him in a difficult position of maintaining his loyalty to the government as an employee (Head, Da’awah Department of the Islamic Education Bureau) while pushing for the needed change in initiating and sustaining the development agenda. In his own words the government may not always be happy with him and may strike back at the first opportunity: “Whenever I get an opportunity to speak with the media I try to point out what needs to be done by all stake holders including the government in order to change things for the better. The last time I was on the state TV I mentioned a few things concerning what the government needs to do for traditional Islamic teachers and to support girl child education.” He says, “This angered the government to the extent that I was not listed among those who will be sponsored to Hajj to provide guidance and support to the brethren. I am the head of the delegation of preachers yet I have been left behind. But I know that the government took this action in retaliation to my comments. But what they do not realize is that as

Mani L Gambarawa

Nigeria

representatives of the Almighty we will always say what should be said even if a government does not agree with it. I will not change our position because of sponsorship to Hajj. After all I have performed the Hajj every year for more than thirty years.” The biggest question is how long can Mani resist the government’s will, patronage and resources? He has mentioned being marginalized in the affairs of the NGO they formed (Social Mobilization on AIDS) and now he has been left out of the Hajj team. This confrontation with the government is certainly a major challenge that needs to be approached with caution. He also credits the VLP with enabling him to prove his worth to the point where he is now recognized and linked with the fight against HIV/AIDS, early marriage, gender segregation and the promotion of girl child education, adult education, reproductive health and sexuality education as well as child spacing.

GOING

Mani with Mairo Bello, a leading woman leader based in Kano state.

FOR THE FUTURE

VLP should offer the Fellows financial and logistics support to enable them implement the projects they have planned and to carry forward their work plans. The network of VLP Fellows should be activated and sustained to enable them learn from each other and offer support to one another in their projects and activities. There is always the need to train more people because as a VLP Fellow, he has seen what improvements he has gained and would want others to also benefit especially in rural areas and states with limited development activities such as Katsina.

MANI’S

ACHIEVEMENTS

From the position of a traditional Islamic teacher Mani has come a long way. According to him, VLP is the major factor in moulding him to be a much stronger and more potent catalyst for positive change in his society. Some of his notable achievements include:

Volunteered to lead the sensitization team on sexuality education in Katsina state and has been working with the team for the last two years

Argued strongly in support of co-educational institutions and spear-headed the government’s campaign for establishing such schools

------------------ Revived the Higher Muslim Certificate classes and opened classes for women in addition to the existing

”

ones for men

Attended a leadership training program in Cairo called ‘Leadership Development Mechanism – LDM’ and was able to make many significant contributions at the training. He credits this success to his VLP experiences

Established a union for traditional Islamic teachers with a view to enabling them tap into the available development programs from the government and from other development agencies

Established an adult education school for married women to empower them Advocate for gender-friendly programs Being identified with campaigns against HIV/AIDS, early marriage, polio campaigns, child spacing and reproductive health, girl child education, basic health, sanitation, community mobilization

Being accepted by people as a reliable source of information on health-related and social issues. More often than not he leads the discussions on TV even though there are trained medical doctors on the panel

Dr Sunday Jenner Lengmang Project Director ECWA Evangel Family Health Program

Written by Dr Muhammad Auwal Umar

s a medical doctor, Dr Sunday Lengmang has a lot of experience working with families and young persons on reproductive health (RH) and other issues. He heads the ECWA Evangel Family Health Program (EEHP) that is working on improving the health of people of Plateau and Benue States and the rest of the middle belt of Nigeria as well. Though it is anchored in the Evangelical Churches of West Africa (ECWA), the program offers its services to all, irrespective of religion, ethnicity or gender. With a network of centers and outlets spread across northern Nigeria, the EEHP is strategically placed to provide muchneeded RH interventions. Impact of VLP

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We are now recognized not

To Dr Sunday, the VLP training has a large resource material base and is more practical especially the life stories of real leaders. He notes that there are many examples of Nigerians who are RH leaders worthy of emulation who should have been included in the package. He claims that impact of VLP is virtually immediate.

just in Plateau state and Nigeria, but even by donor agencies such as DFID and the UN where I received an award after working with a team of experts to develop work plans for reproductive health and other health-related issues. Apart from the time I made a serious commitment to God and my marriage, the most significant change in my life has been the VLP.

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LEADERSHIP WATCH

Dr Sunday is keenly aware of what a combination of talents and leadership can achieve. He has developed and used his leadership skills to their best advantage, going beyond expectations in a new position. He succeeded in securing funding for eight phases which is no mean feat. He is also spearheading the campaign against the ‘scourge’ of fistula.

An important early learning was the significance of listening to others, as well was the skill of effective speaking. Another important aspect of VLP was the practice of keeping journals. He says, “The most impressive aspect is the discipline that was inculcated in us to maintain daily entries in our diaries so that we can go back after a while to reflect and see what we have done in comparison to our goals and objectives as well as where we went wrong…. As far as I am concerned, it was a big success.” “I am a physician and I do a lot of field work and consultation for patients which demand skills such as good and effective listening as well as other communication skills which I learned from the VLP. Ordinarily, physicians listen to a patient only for a limited period of time, then they jump in to cut off the patient and hurriedly make a prescription. Since VLP, I have learned to check myself from interrupting so that I can get the best out of the patient to ensure a more effective prescription.” “Effective listening, effective speaking, effective thinking, speaking in public, negotiations and a lot more are things that I use on a daily basis. The VLP learning has tremendously improved my skills thus making me a more efficient leader.”

VISION

STRATEGIC

RESOURCE

COMMUNICATIONS

A vision leads to commitment ALLIANCES

Gain the trust and support of your partners and collaborators MOBILIZATION

Diversify your sources of funds

Listening skills essential to being a good doctor and leader, as is public speaking

VISION To advocate and raise awareness to control the scourge of obstetric fistula

Dr Sunday J Lengmang

Nigeria

In Dr Sunday’s view, the resource mobilization, utilization and management is the most significant aspect of the 2-week advanced training package. He started using what he has learned immediately. He was motivated enough to develop six work plans. The first five plans dealt with improving the skills such as negotiations and public speaking. He also adapted VLP modules in practical and easily ingested segments for training his staff for organizational improvements. The sixth plan was to enhance the network of VLP participants from Nigeria, Ethiopia, Sudan and India, but loss of contact or difficulty in maintaining contact derailed his plan.

At a VVF campaign to end fistula

Mentoring Dr Sunday says that mentoring was a major turning point. His mentor, Ms Hannatu Ibrahim at the Guidance and Counselling Association in Gombe was hard working, never tired and has a strong, excellent and positive relationship with the media, the traditional ruler and other community leaders. Underscoring the importance of the media, she guided him on how to cultivate a relationship with the media and how to use them to further his objectives. He was impressed at the way his mentor dealt with the traditional ruler. He says, “With just one call she was able to organize for us a meeting with the Emir of Gombe and all his council and district heads. With such gatekeepers at your disposal, it will be easy to gain their support and confidence in your projects and programs.”

Getting a testimony from a beneficiary

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Key challenges and achievements

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The most impressive aspect Networking between VLP Fellows is still an area of concern because it is still at its infancy. Another is his struggle to cope with the ever-rising needs of the community. The benefits of VLP to Dr Sunday are immense especially in terms of developing new skills and refining his existing ones. He feels he is now more capable as a leader and has confidence in managing his organization as the new Project Director and Head of Operations. He remembers, “When the substantive Project Director left, I was assigned to that post and people thought the project would suffer or even flop because of the vacuum created and the fact that I had limited experience in proposal writing, project implementation, monitoring and evaluation as well as fundraising and resource management. However, even though we still lack a budget officer and program officer, with all the training I received from the VLP, we not only survived as a project but we took it to greater heights. This was achieved at a cost of increased stress on me and other key players but the results are well worth it. When I took over we had approval for only one phase but by now we are working on eight phases with approval for seven and negotiating for the last phase”. Through the training of VLP and the experiences he gained, Dr Sunday indicated that he has achieved a lot in terms of organizational and individual progress. Some of them include improved and additional funding from agencies such as Packard Foundation, Ipas, Vesico Vaginal Fistula-Cristoffel Blinden Mission (VVF-CBM), and COMPASS. There has also been increased collaboration with Ipas, CEDPA, UNFPA, Society for Family Health (SFH), International Volunteers in Urology (IVU), State and Federal Ministry of Health (MOH), State Ministry of Women’s

is the discipline that was inculcated in us to maintain [journal] so that we can go back.... to reflect and see what we have done in comparison to our goals and objectives as well as where we went wrong…. As far as I am concerned, it was a big success.

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On winning over his critics:

“When I took over we had approval for only one phase but by now we are working on eight phases with approval for seven and we are negotiating for the last phase.”

Nigeria

Dr Sunday J Lengmang

Affairs (MOWA), State Ministry of Local Government and Chieftaincy Affairs (MOLGCA) and many others. Sunday has also been able to install internet facilities in the office, completed computer networking, organized a staff retreat and conducted a VVF evaluation.

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As a medical professional and practitioner, every part of the VLP program is very much in

Going into the future Dr Sunday is of the view that at the moment the VLP does not have enough Fellows to implement what is envisaged for the development of RH in Nigeria. As such he suggested that additional Fellows should be trained in the near future. The VLP should strive to get more funding so that the training can continue.

line with my needs. The things I learned from VLP are already being used on a daily basis. I can see an immediate and clear change in my

The Fellows should develop a network within Nigeria and also with other countries. They should also be supported further so that they can carry on with the push for the much needed change in their communities. Dr Sunday also says that VLP Fellows should be affiliated with research institutes and organizations so that their experiences can be documented, statistically analyzed and set as templates so that others can replicate the successes. There should also be mechanisms to ‘bind’ the Fellows who have benefited to VLP to take its vision and mission to more people.

productivity.

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On future VLP:

“We have been trained, we have gained the experience and we are already applying it but we are in transition. We are going from small leaders to bigger leaders to really huge leaders and someday, tomorrow, I think we should continue to have the support from the partners for means of communication.

At the first VVF retreat in 2005. Dr Sunday is seated, second from right

The VLP should strive to support those of us who have really innovative ideas that will contribute not only to our personal development but to the whole VLP.”

Photo credits: Dr Sunday Lengmang and ICOMP

LIBYA

EGYPT Red Sea

CHAD ERIT.

KHARTOUM

SUDAN

SUDAN ETHIOPIA C.A.R.

DEM. REP. OF THE CONGO

Overview Sudan is the largest country in the African continent, covering an area of one million square miles and sharing borders with nine countries. However, it has been beseiged by political and humanitarian crises in recent years such as drought, Darfur, long-running civil war in the south, and changes in government. These have severely undermined the countryâ&#x20AC;&#x2122;s development efforts and political stability. Poverty affects 90% of its 36.2 million population who survive on less than $1 per day. Women are particularly affected by poverty due to mass migration, lack of education and training, unequal access to resources, as well as availability of health care services. Despite a high degree of knowledge of family planning methods (70% among married women), contraceptive prevalence is low (8%). Women in Sudan face very high maternal health risks. Their health status is further exacerbated by prevalence of female genital cutting which is estimated to affect 90% of Sudanese women. Since the early 1980s, there has been national commitment towards reproductive health. Among the goals of the current National Reproductive Health Policy are: (i) safe motherhood; (ii) abolition of harmful traditional practices; (iii) prevention of STD, HIV/AIDS; (iv) increased family planning coverage; and (v) improved referral system. Due to conditions described above, VLP activities were implemented only in the Khartoum and Omdurman areas.

VLP IN SUDAN

VLP Fellows

SOME STATISTICS

UGANDA

Most Recent

Population (millions) Proportion of population, 15-24

36.2 20.1

Total Fertility Rate

4.77

Contraceptive Prevalence Rate, Any Method, %

8.3

Maternal Mortality Ratio

590

Infant Mortality Rate

68.6

Deliveries Attended by Skilled Attendants, %

HIV Prevalence, 15-24: Female Male

na na

Unmet Need, Total, %

PROFILES OF FELLOWS

Fathia Saad Mursal

Gender ratio: 61% women / 39% men Dr Nafisa M Bedri

Areas represented: Khartoum and Omdurman

Leadership issues identified Dr Osama Awad Salih

Provide strategic direction Highly knowledgeable and outspoken Management and coordination skills

Dr Rogaia Abu Algasim

Be courageous and inspiring Communications and networking skills Innovative thinking

28.9

Source: UNFPA and PRB, 2005. Country Profiles for Population and Reproductive Health. Policy Developments and Indicators 2005

Number: 34

Organizations represented: 23

KENYA

Dr Sayedgotb Mustafa Elrashied

Dr Sidiga Abdelrahim Washi

Fathia Saad Mursal President of Executive Committee Sudanese Women Association for HIV/AIDS Prevention Written by Dr Amal Awad M El Hassan

xperience has shown us that leaders never leave the battle field. At crisis times, their high sense of responsibility guides them to behave differently from other people. This is exactly what happened one day in 1986 when all the medical staff of the Khartoum Teaching Hospital fled upon hearing that the first case of AIDS in Sudan had been diagnosed. Matron Fathia Mursal reacted differently. She told her colleagues that this patient had every right to medical treatment and nursing care. “All that was needed was to deal with it in the correct manner”, Fathia recalls.

Personal Background Fathia graduated as a nurse from the High College of Nursing in Khartoum in 1962. Then she received further training at the Royal College of Nursing in London in 1965. Another opportunity came along when the World Health Organization (WHO) offered scholarships to the Ministry of Health for training in Australia in the field of HIV/AIDS nursing and counseling. No one applied for these scholarships except for Fathia and one other colleague, a doctor. So, they both went to Sydney, Australia to take a course in the “Clinical Management of AIDS” at the University of South Wales. With some friends, she founded SWAAP in 1991.

LEADERSHIP WATCH

When a leader likens her work to a battle field, you can imagine how strong and determined she is. Fathia, a nurse by training and a warrior by inclination, is perhaps a leader who will not take No for an answer. Despite obstacles, she and her fellow SWAAP founders and members find ways to take their messages across, and take their interventions to the right people.

More and more cases of HIV/AIDS were reported. It took a long time before the government would admit and recognize the fatal implications of this disease. Combating HIV/AIDS could only be done through awareness raising and giving accurate information about the disease. “To do that, we need skilled, trained, knowledgeable and committed people”, says Fathia. Lack of funds, inadequate facilities and the lack of political will and commitment by the government towards HIV/AIDS issues are major hindrances to people like Fathia, who is a dedicated person and always sympathetic to the vulnerable people in society. She is always seeking ways of promoting and empowering women to meet the demands of protecting themselves and their families against HIV/AIDS, and looking forward to a life free of any health hazards.

EARLY

INFLUENCES ON LEADERSHIP

She is a strong believer in the effective impact a shared vision can have, and the power of teamwork in achieving better results and overcoming difficulties. “I recognized these things since my high school days”, Fathia says. She joined the ‘Women’s Union’ (Al-Itihad Al-Nisaa’i) when she was at high school, and participated in collecting donations for the Union. She also became an active member of the Sudanese Communist Party in 1959, and used to voluntarily give up part of her monthly allowance to the Party. Fathia was also selected as the prefect of her class in school, where she would mobilize her classmates to take part in political activities against the colonisers of the country at the time. She says, “I also liked sports very much. When I was at nursing school, I initiated the sports activities for the girls”.

VISION

ORGANIZATIONAL

COMMUNITY

BUILDING

A vision will inspire and guide CAPABILITY

Needs to be strengthened for more effectiveness MOBILIZATION

Get community support with appropriate interactions and make services available ALLIANCES

For funding and resource sharing

VISION Keeps AIDS away and see people with HIV/AIDS live a life without stigma

Fathia Saad Mursal

All these things contributed to the building of her character and personality as a leader. She utilized every experience she has been through, even the negative ones, to her benefit. “When I realized that my mother died of pregnancy complications, it made me so sad. But, this also strengthened my commitment, as a nurse, to safe motherhood”, Fathia says. In poor countries like Sudan, safe motherhood is a dream to people like Fathia, who have realized that women are a prime target of AIDS. This is because of the low social and cultural place of women in society, due to poverty, the lack or inadequate education they receive, and other factors.

USING

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We are a non-profit organization. The biggest profit for us is to keep HIV/ AIDS away and see people living with HIV/AIDS live without stigma.

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LEADERSHIP SKILLS

Sudan

”

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(a) Founding SWAAP Realizing the power of shared vision, and using team-building to achieve results provided the rationale for the vision of SWAAP, the Sudanese Women’s Association for AIDS Prevention. Fathia was one of the founders of SWAAP in 1991. As its current President, she is actively and efficiently utilizing her knowledge, skills and links with other organizations, such as UNFPA, UNDP, WHO, ACCORD, Help Age, CAFS and the Sudan National AIDS Control Program (SNAP). Currently, SWAAP has more than a hundred trained and highly committed members who are carrying out different HIV/AIDS prevention programs and activities throughout Sudan. They are contributing to the reduction of HIV/AIDS prevalence in society, and improving the quality of life for those who are suffering from the disease. “We are a non-profit organization”, Fathia says. “The biggest profit for us is to keep HIV/AIDS away and see people living with HIV/AIDS live without stigma. Our resources are limited and we depend mainly on members’ subscriptions, donations, and individual contributions”. With this limited funding and the support of the Khartoum AIDS Program and some community volunteers, SWAAP launched its awareness raising campaign against HIV/AIDS in Khartoum State in September 2004 for a period of one year. The first phase of the campaign included a number of activities on the systematic dissemination of information using interpersonal techniques, such as talks in mosques, group discussions attended by about 15,000 people, including women, youths and people living with HIV/AIDS (PLWHAs). The second phase of the campaign was aimed at encouraging people to adopt positive values and norms through religious education, using radio, TV, pamphlets, booklets and posters. A knowledge, attitudes and practices (KAP) study has been conducted, with the support of UNICEF and UNFPA. With a grant from ACCORD, a workshop on counseling was held at a camp for Omdurman’s internally displaced persons (IDPs) at Dar-es-Salam. Another one was held in Juba, southern Sudan, funded by Help Age. In addition, SWAAP has trained a number of community leaders in selected high-risk areas in Sudan, such as Nyala and Al Gineina in Darfur, and Al Gedaref in eastern Sudan. In 2004, these leaders participated in marking World AIDS Day in Kassala, eastern Sudan. (b) Communications In Sudan, talking frankly and openly about issues of sex is both very difficult and taboo. This is all the more evident when talking about HIV/ AIDS prevention using condoms. Fathia says, “We usually take with us a box full of condoms. We distribute them and explain what they are and how they are used. We never ask them to use them. Experience tells us that every attendant goes home with one or two condoms”.

HIV/AIDS Awareness Raising Campaign in Khartoum First phase: Systematic dissemination of information: Talks in mosques Group discussions with - Women - Young people - PLWHAs Second phase: Encouraging adoption of positive behavior: Religious education Media (radio, TV) IEC (pamphlets, posters) KAP study done Counseling workshop Special target groups: Internally displaced people (IDP) in Omdurman Community leaders in highrisk areas – Nyala, Al Gineina (Darfur), and Al Gedaref (eastern Sudan)

Sudan

Fathia Saad Mursal

Fathia at a training workshop organized by SWAAP (left) and at a counseling session (right)

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Radio and TV are very effective tools in raising awareness. But, when we approach them, they ask for money. This policy must change. HIV/AIDS is a disaster that needs the participation of all sectors of society, especially the media. -------------------

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Aiming to provide better care, SWAAP recently submitted a proposal to UNDP and other agencies for funds to establish a comprehensive care center for HIV/AIDS sufferers. “By taking this step, I think SWAAP has overcome one of our biggest difficulties. This means a lot to our mission concerning HIV/AIDS preventive programs and counseling activities”, Fathia adds. (c) Taking initiative In this respect, Fathia initiated the Sudanese People Living with AIDS Care Association, with the objective of mobilizing communities to give support to the people living with HIV/AIDS and ensure that they do not suffer from the usual stigma and discrimination. “More skilled and trained leaders are needed. More resources must be mobilized. Increasing numbers of HIV/AIDS sufferers means increasing underdevelopment”, Fathia says. According to the UNAIDS Country Situation Analysis in 2003, there are more than 30 national and international NGOs working in the field of HIV/AIDS in Sudan. Fathia, like many others who work in this area and other areas of RH and human development, strongly believe in coordinating these efforts bringing them together in one network in order to achieve better results and more efficient use of human and other resources. The government-controlled mass media represent a big challenge to the ones who work in this field. According to Fathia, “radio and TV are very effective tools in raising awareness. But, when we approach them, they ask for money. This policy must change”. She adds that “HIV/AIDS is a disaster that needs the participation of all sectors of society, especially the media”.

Photo credits: Fathia Mursal

Dr Nafisa M Bedri Assistant Professor, School of Family Sciences Ahfad University for Women

Written by Dr Amal Awad M El Hassan

hen Dr Nafisa was appointed as Assistant Professor at the Ahfad University for Women (AUW), she participated actively in the education, learning, and training processes of students in the area of reproductive health (RH). Her interest and concern in improving the RH situation in Sudan especially for maternal health, guided her to encourage others to a shared vision which could be achieved through commitment, sincerity and determination. On her own, and in partnership with others, Dr Nafisa produced a number of training manuals and books, and published papers in various areas of RH. These publications are being used by her students, other academic institutions and many national and international institutions and organizations. Personal Background Dr Nafisa Bedri is a leader who has built her vision through long years of education, training, research, experiences and observing people. She was awarded three university prizes: Best Student at Ahfad University; Best Student in the School of Family Sciences; Best Dissertation entitled “The Impact of Radio Programs on Weaning Practices of Mothers”. Dr Nafisa is an Assistant Professor at the School of Family Sciences at Ahfad. She teaches courses on RH, mother and child care, community development, and family resource management. She is a member of several university committees, and joint projects with UNFPA, UNICEF, WHO and the National Population Council. She also works as a field coordinator for the Packard Foundation project in RH. She is a skilled fund-raiser, resource mobilizer and capacity-builder. Dr Nafisa, who was born in 1966 in the USA, is married with three children.

LEADERSHIP WATCH

Dr Nafisa has the pedigree: her grandfather, founder of Ahfad University, was a pioneer for women’s education in Sudan while her own parents taught her about sharing knowledge and taking responsibilities. Dr Nafisa is an activist who has used her position as a professor to mould a generation of young women to be leaders of the future.

Currently, Dr Nafisa is a research team leader for developing a check-list tool for women empowerment in health and welfare, sponsored by the World Health Organization-Kobe Center in Japan. She co-authored a paper on RH in Sudan for the Fifth Population Conference organized by the National Population Council in Sudan.

EARLY

INFLUENCES

Time factor is always a major challenge for a working mother. But Nafisa learned some good lessons from her own working mother and would balance her family responsibilities, work and social relations without sacrificing her love for music and drawing. “I cannot live without music around me, and I learned to use drawing in expressing myself and my ideas”, she says. Being a granddaughter of Babiker Bedri, the pioneer of women’s education in Sudan, and working in a leading academic institution like AUW, had a great impact on her personality. Since childhood, her parents taught her to realize the importance of gender balance, responsibilities and decision making, working with others, and sharing experiences and knowledge. “That has helped me a lot in appreciating the importance of voluntary work and in understanding that success does not only come through reading books but also through interacting with others and giving to the community”, she says.

VISION

NURTURING

ADVOCACY

COMMUNICATIONS

To make RH better for all

VISION

NEW LEADERS

Build relationships, teach and guide new generation of leaders

Use educational tools where opportunity present itself

Use media (radio, TV) and education to influence thinking and change mindset

People at all levels should participate in campaigning against FGM

Sudan

Dr Nafisa Bedri

Dr Nafisa has long believed that community involvement and interaction are the effective ways of solving problems concerning RH. “I have designed, instructed, developed and coordinated many training workshops in RH and community development for different target groups, such as rural women, youth and health workers”, she says.

IMPACT

VLP

Dr Nafisa says, “VLP training has widened my knowledge and deepened my vision regarding the importance of strategic thinking and planning, and the importance of having wider links and learning how to share experiences with others in a systematic way”. As a visionary leader, Dr Nafisa realizes that the RH situation in Sudan is a complicated issue with many sociological, cultural and political dimensions. Therefore, collaboration, coordination and building teams and partnerships are vital and should be encouraged at all levels.

Training manual on campaigning skills to eradicate FGM, developed by Dr Nafisa and a partner

She says, “Social change is not an easy or a simple process. In a country like Sudan, where people stick strongly to their cultures and beliefs, we must tirelessly and creatively work to find the correct and suitable approaches to address this problem”. She describes herself as “the luckiest person in the university”, and the reason for saying that is neither the high academic posting she holds, nor the good reputation and image she has. But because she is witnessing a slow, yet positive, change in containing the situation of RH. “Here, I would like to refer to the great effort and initiative that has been taken by the Babiker Bedri Scientific Association against Female Genital Mutilation (FGM)”, she explains.

USING

LEADERSHIP SKILLS

(a) Sudanese Day Against FGM Dr Nafisa, who is an Executive Committee member and heads the training office of the Babiker Bedri Scientific Association, has participated as a presenter, participant and discussant in many activities concerning the eradication of FGM. She has designed, developed, instructed and coordinated many training workshops and courses on FGM. She initiated the idea of celebrating the Sudanese Day Against FGM in 2004. This idea came out after she had conducted a workshop on the issue with another colleague. AUW is the first academic institution that has integrated FGM and RH issues in its educational curricula, so as to provide the culturally-diverse student body with knowledge and skills to become change agents and to play a leading role in their communities and society. (b) Involving rural communities AUW’s anti-FGM efforts, combined with the efforts of a number of national and international NGOs and United Nations agencies, have achieved great successes in awareness raising and breaking the wall of silence about this widespread traditional practice. “We use different scientific methods and media, especially interpersonal communication methods, such as the students’ annual field trip to the rural communities. When I was a student, I participated in one of these trips. We carried out some awareness-raising programs with the rural people,” she says.

Dr Nafisa Bedri

Sudan

(c) Commitment Dr Nafisa is used to working as part of a team since her student days, Now, as a lecturer, she encourages her students to build and work in teams, and use their knowledge and skills creatively to make a difference in the lives of others. She plays a remarkable role in leading and motivating others for improving RH in Sudan. She uses her position as a university lecturer to build relations with her students and identify natural leaders from amongst them. One of her students told me that “Dr Nafisa is a great woman. She helps us and always advises us to share our knowledge and do things together. She is our committed team leader”.

SHARING

A VISION

– BUILDING

A NETWORK

Visionary leaders believe that the commitment must be widened and the vision shared for the sake of creating cohesive and sustainable policies, plans and programs of RH issues. Therefore, Nafisa, inspired by the knowledge, experiences and skills stemming from VLP, participated in establishing the RH Policy Forum, which was very important in helping civil society groups in contributing to the Sudanese RH Policy Draft.

Dr Nafisa (right) motivating her students at one of her lectures

One of Dr Nafisa’s achievements is her role, together with several VLP Fellows who work in different areas of RH, in establishing a coordinating and knowledge-sharing body in 2004 – the Sudanese Population Network. “In a country like Sudan, too many women die of pregnancy-related causes and birth complications. This is a challenge and a cause of sadness for people like me. But, I can just say that by bringing people together through the Sudanese Population Network, we can make a difference and a big change”. The network is the natural development of the VLP Forum, which provided a venue for VLP Fellows to meet, lead discussions, and share knowledge and ideas in an informal manner. Through the Babiker Bedri Scientific Association for Women’s Studies, Dr Nafisa has built links with Sudanese National Center for Eradicating Harmful Traditional Practices; FGM National Network; FGM Ministerial Committee for the Drafting of Legislation against FGM; Animators Partnership and Initiative of Rainbow Organizations; UNICEF, UNFPA and WHO. She stresses, “We will spare no effort in making RH better for all. As one who is ready to bring others along rather than to compete with them and with a clear vision to guide, I believe we will be able to overcome difficulties”.

LEADERSHIP

CHALLENGES

Great leaders think that big challenges lead to great results and achievements if sincere and creative efforts are made. This is what Dr Nafisa does. As a committed leader in RH, she faces many challenges and difficulties, the most negative of which is the misunderstanding of the RH concept itself among policy- and decision-makers. She says that many of these policy-makers “do not understand what it means, nor do they understand its importance. But we never stop our advocacy efforts and hammering”. Despite the hostile attitude of the government-controlled media, she tries to voice her messages and vision through her frequent participation in different radio programs, particularly “Saloon Hawaa” (translated as Eve’s Lounge), a well-known and popular women’s program on national radio. She also writes articles in the different publications of AUW. Teaching and training are other effective tools to lead and motivate others.

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We take this opportunity to build links and network with others who work in this field, especially local leaders. People at all levels should participate in campaigning against FGM. We have established several effective links nationally, regionally and internationally.

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Photo credits: Dr Nafisa Bedri and ICOMP

Dr Osama Awad Salih Associate Professor, Nutrition Center for Training and Research Ahfad University for Women

Written by Ms Joy Elizabeth Adams

hfad University began at the turn of the century as a school for girls. Today, it has nearly 2,500 undergraduate and graduate students and publishes the nation’s sole academic journal. The mission of the university is “dedicated to educating women, strengthening women’s roles in national and rural development, and achieving equity for women in Sudanese society.” Preparing students for the future is particularly important in the developing countries like Sudan. Education is needed concerning issues related to women, especially in the area of reproductive health.

Personal Background Dr Osama Awad Salih is Head of Nutrition Center for Training and Research at the Rural Education Extension and Development Program at Ahfad University for Women. Prior to this, he was Dean of the School of Family Sciences. He has been with Ahfad University since 1990. He received his Bachelor of Arts degree in biochemistry, and noted that coming to the Nutrition Center enabled him to work on nutritional healthrelated issues. He also received an Master in Arts degree in agricultural studies from King Abdul Aziz University in Jeddah, Saudi Arabia. He was the coordinator for the VLP program in Sudan.

LEADERSHIP WATCH

Dr Osama has been at the forefront of the vision to establish Ahfad University as the prime institution for leadership programs in Sudan. By working with two to three known leadership programs, he has helped to expand the curriculum and programs to include leadership. As an added benefit, relationships with UN, NGOs and government agencies have been strengthened.

Dr Osama Awad Salih, a professor at Ahfad, is keenly aware of the need for the dissemination of information related to health care and population. Dr Osama, who has been at Ahfad since 1990, was the Dean of the School of Family Sciences and now heads the Nutrition Center for Training and Research at the Rural Education Extension and Development (REED). He was the coordinator for the Visionary Leadership Program (VLP) at Ahfad University, a position he thoroughly enjoyed. The VLP program was not only an opportunity for personal growth, it helped to change the internal dynamics at the School and the external relationships between the School, aid agencies and the government.

THE VLP

EXPERIENCE

Dr Osama had the unique experience of not only being the VLP coordinator at Ahfad University but also a member of the first cohort. He recalls, “At first I just planned and coordinated”. Eventually, he began to focus on population issues and the connections that it had with nutrition and development. (a) Benefits – Institutional Aside from the personal growth that occurred from VLP, other positive changes took place. “First,” he says, “Ahfad is now recognized as an institution that cares about population issues.” Although the School has been involved in creating awareness among its female student population, the VLP publicly identified and introduced Ahfad to a broad range of organizations as a reliable institution for NGO-sponsored projects.

VISION

Credibility needs to be established for vision to be realized

STRATEGIC ALLIANCES

Work with known and recognized leadership development leaders to transfer vision and knowledge

CAPACITY BUILDING

Build organizational infrastructure and train relevant personnel for strengthening program

VISION To establish Ahfad as a recognized national institution for leadership development

Dr Osama Awad Salih

A second benefit resulting from VLP was the networking that went on during the VLP meetings and training seminars. Relationships were forged with other organizations and the new leaders began to invite each other to events sponsored by their respective groups. During this time, a very important connection was made between Ahfad University and the Federal Ministry of Health (FMOH). Before the inception of VLP, the ministry considered the university an adversary rather than an ally. This was mainly due to the fact that Ahfad University had many outside contacts which caused a strain between the institution and the relatively closed government. In addition, Ahfad University has resisted the female dress codes prescribed by the government. The VLP helped FMOH learn more about population-related issues and build trust in Ahfad. Currently, the ministry is working with the university to run a VLP-type training program for its employees.

Benefits from VLP

Recognition for Ahfad

University Networking among Fellows Stronger relationships with other organizations Helping FMOH learn more about population issues Personal development

The third benefit of the VLP training program was the ‘stronger relationships between the UN and other NGOs’ in Sudan. The ‘critical mass’ of leaders focused on population concerns have already begun to bear fruit which will nourish the future of health care in the country. (b) Personal development On a more personal level, Dr Osama began to notice how he had changed as well. He relates that since VLP began, he has learned to listen more and focus on ways to strengthen his skills. As someone who was not fond of team work, he became more aware of how to work in a group setting. Dr Osama knows the benefits of VLP because he has seen first hand how it is bringing people together as a group rather than having each organization trying to work on its own projects.

CHALLENGES

FACING THE

VLP

The VLP has been successful in many ways but Dr Osama noted that there are changes that could markedly improve the program. First, due to funding, only Fellows from Khartoum State were involved. “By having only Khartoum people, the problems of population in other states could not be discussed,” explains Dr Osama. Thankfully, members of the first cohort are planning on training other health care workers throughout Sudan. A second problem concerned the limited funding available to carry out the action plans that were required as part of the program. Grant writing and fundraising were elements of the training but there were difficulties. Dr Osama explained that many aid agencies have difficulty giving grant money due to sanctions and that few local agencies are interested in giving funds to population-related projects. It is hoped that in the future there will be ways to offer small grants to VLP Fellows so that they will be able to carry out their action plans.

FUTURE

INSTITUTIONAL GROWTH

Operational growth planning is crucial for Ahfad University. It is now a recognized and trusted leader for population and health care training in Sudan. The university has received offers from NGOs and the FMOH to run training projects. As these opportunities increase, smart growth is needed to simultaneously educate its student population and the community at large. Photo credit: ICOMP

Sudan

Dr Rogaia Abu Algasim Assistant Representative, United Nations Population Fund Sudan Dean of Faculty of Nursing Sciences, University of Khartoum

Written by Dr Amal Awad M ElHassan

udan has the third highest maternal mortality rate in the world, after Somalia and Afghanistan. Women suffer a lot due to the lack of or poor reproductive health (RH) services, especially in the rural areas and among displaced communities. Although the government has tried since the 1990s to increase the number of health personnel and medical facilities, particularly in the rural areas, the situation is far from satisfactory. However, there are a number of people who have been sparing no effort to improve maternal health in the country. Dr Rogaia Abu Algasim is one of them. So, who is she? And what lessons can we learn from her story as a VLP leader in improving the RH situation in Sudan?

Personal Background Dr Rogaia Abu Algasim, a community medicine specialist, works as UNFPA Assistant Representative for Reproductive Health. She is also an Assistant Professor and Dean of the Faculty of Nursing Sciences at the University of Khartoum. Prior to joining UNFPA, she was the National Director of Reproductive Health at the Federal Ministry of Health. She received her medical degree from Khartoum University. Rogaia, who was born in 1956, comes from a Sudanese family that has always believed in education as the right path to women empowerment.

LEADERSHIP WATCH

Dr Rogaia has been able to use her leadership in many different avenues – government sector, politicians, nursing school at university, and UN and donor agencies. Her commitment to safe motherhood and FGM fires her vision to make life better for women. As a medical doctor with diverse experiences, she is strategically qualified to use her knowledge and leadership to push for much needed changes.

A 3-year-old doctor: Early influences According to Dr Rogaia, “I was raised without any gender bias. In my family, women have always had equal rights and opportunities…. I still remember my grandmother calling me a doctor when I was only three.” At intermediate school, she was exposed to voluntary work as a member of the Girl Guides. By the time she was in university, she had become an active member of student societies and health groups, where she had the chance to go on many field trips to the rural areas. “These experiences filled me with compassion and equipped me with deep knowledge that helped me in my studies and career”, she says. Impact of VLP Dr Rogaia says that the VLP training assisted in improving her leadership and management skills, which she now uses in her UNFPA-assisted projects. In addition, the training gave her the ability to work in “multi-disciplinary teams from different cultures and backgrounds”, therefore paving the way for her to “fit easily in the UN environment”. (Before joining UNFPA, Dr Rogaia was a senior government officer.) Moreover, it provided her with the necessary broad vision to be able to participate actively in the drafting committee of the Sudan National RH Policy.

ISION V A vision to inspire actions

INFLUENCING CHANGE

Code of ethics for midwives important for safe practices

DVOCACY A Participate in relevant groups and

networks for collective action OMMUNICATIONS C Reach the appropriate policy makers

with hard facts and data

VISION FGM can be eradicated through raising the awareness of people with different tools of communications

Dr Rogaia Abu Algasim

Sudan

Using leadership skills (a) Safe Motherhood Touched by the poor and miserable conditions that many Sudanese women experience during pregnancy, particularly rural women, Dr Rogaia believed that improving maternal health and enjoying safe motherhood, needed a strong political and governmental commitment. “The issue of safe motherhood is a very important one. A lot of work needs to be done”, she says. In 1999, when she was Director of Reproductive Health at the Federal Ministry of Health (FMOH), she conducted a survey about safe motherhood in Sudan. The findings showed that health services were very limited and very poor. Therefore, she decided to bring this issue to the attention of senior policy-makers.

Dr Rogaia at her office

After long meetings and many personal contacts, she came up with a proposal to organize an advocacy workshop attended by all the State Health Ministers and senior policy-makers. Two presentations were made about the situation of RH in Sudan containing specific details about every state in the country. The participants were shocked about the gloomy picture presented to them. “The Minister of Health in Blue Nile State told me that he was not aware that the situation was so terrifying”, Dr Rogaia recalls. That workshop resulted in a ‘Commitment Document’ and August 18 was declared the ‘Day of Safe Motherhood’ in the country. A donation of one million Sudanese Dinars was distributed to the states for RH services. An international consultant was hired to identify the RH priority areas. (b) Using television to set the agenda Considering the limited financial support from the government, and the increasing need of RH improvement, people at the top level of policymaking even consider it a secretive and taboo issue. With this in mind, Dr Rogaia participated in a TV health program where she put forward many challenges and presented facts and real data about the RH situation in Sudan. She spoke about the dangers of Female Genital Mutilation (FGM) on safe motherhood. As a result, there are now 40 midwifery schools around the country, providing education and training in maternal care and other RH matters. UNFPA provides support to 500 student midwives in different states.

Dr Rogaia on impact of TV:

“After the [TV] program, a senior political leader was very angry. So, I met him and explained the situation with documented evidence, and reminded him of the government’s commitments at national, regional and international conventions regarding mothers and children. He asked me to meet the UNFPA Representative in Sudan, and as a result of that meeting the first project between the Federal Ministry of Health and UNFPA was conceived. This was a project to support midwifery schools.”

Dr Rogaia Abu Algasim

Sudan

(c) Code of Ethics Dr Rogaia was also behind the idea of a ‘Code of Ethics’ for midwives. For the first time, midwives were taking an oath to uphold a professional Code of Ethics to refrain from harmful practices, such as FGM, which negatively affected safe motherhood. The first batch which graduated in 2001 took the oath in front of the Minister of Health. Since then, many rural areas have been served by skilled and committed midwives. “People were so happy and enthusiastic. I am always so keen to be there at their graduation and oath-taking ceremonies”, says Dr Rogaia. Newly graduated midwives with their “Code of Ethics” certificates

(d) The fight Against FGM As early as 1979, when she was a student at Khartoum University Medical School, Dr Rogaia was already an active campaigner against FGM. As a member of the ‘Health and Society Group’, she participated in many field trips conducting sessions about FGM, and participating in data collection for a national study on this topic.

On the FGM crusade:

“It [FGM] is a big cultural dilemma that needs the whole of society to move against it. I

strongly

believe

teamwork and technical backstopping to implement effective interventions.”

At the Khartoum Teaching Hospital where she worked after graduation, she was shocked and deeply affected by the large number of women who suffered from the complications of FGM, and the unavailability of adequate maternal health services in many parts of the country. “I decided to specialize in community medicine, because I strongly believe that FGM can be eradicated through raising the awareness of people by using different tools of communication”, she says. Her experience in using interpersonal communication techniques during her student days guided her to maintain a continuous dialogue with community leaders at all levels, especially nurses and midwives. She always reminds them of their duties and commitment to safe motherhood and the oath they took not to practice any form of FGM. Indeed, FGM is still one of the biggest dangers to safe motherhood, in spite of all these efforts and activities. “I can’t say people have stopped practicing it”, says Dr Rogaia. “It is a big cultural dilemma that needs the whole of society to move against it. I strongly believe in teamwork and technical backstopping to implement effective interventions”. (e) Forging linkages Dr Rogaia, who has participated in numerous workshops, seminars, symposia and conferences, nationally and internationally, furnished many links with different organizations, such as UNFPA, CAFS, WHO, German Red Cross, the Sudan Medical Association, Sudanese Family Planning Association, Advisory Committee for Medical and Health Training in Sudan, and many more. In addition, she was the project director for six RH projects in the country and has undertaken four consultancies in different areas of RH.

Dr Rogaia Abu Algasim

Sudan

Challenges to RH

---------(a) The silent culture

“

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When addressing the issue Another challenge to RH is what Dr Rogaia calls “the silent culture”. By this she means the negative or indifferent attitude taken by some men about FGM, particularly those at the top levels of society, who can have an influential role to play.

of FGM on any occasion, formal or informal, they keep silent. They do not

National media, radio, TV, newspapers, different means of personal communication must give more time, more attention, deep and transparent presentation of the issue,” she continues.

express their opinion. This

(b) The peace process for Sudan

----------

Yet another challenge, according to Dr Rogaia, “to all those who work in the area of RH, is the advent of peace. Many people are coming back, with all the implications that are expected as a result of their return. Also, more work is needed for the conflict zones, like Darfur”.

silent culture must stop.

”

Leadership challenges Challenges should not stop these achievements. Therefore, community leaders, health workers, women support groups at all levels, civil society organizations, national, regional and international organizations, should maintain a continuous dialogue in order to find convincing and effective methods and ways of improving the RH situation in Sudan. “I hope all the local and national leaders will try to change. That will be the improvement of RH in the Sudan”. According to experts, RH is about everything in life. Therefore, different kinds of interventions are needed. However, these interventions must be implemented in a coordinated manner.

On how to improve RH:

“We are not competing against each other. We are all working towards achieving shared ends. I strongly recommend teamwork, maintaining links and bringing people together. I hope all the local and national leaders will try to change. That will be the improvement of reproductive health in Sudan.”

Photo credits: Dr Rogaia and ICOMP

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Dr Sayedgotb Mustafa Elrashied Head of Planning Department, Directorate-General of Planning and Development Khartoum State Ministry of Health Written by Ms Jacqueline O’Neill

hen Dr Sayedgotb first joined Khartoum State Ministry of Health in 2000, there was consensus within both the government and the larger community was that HIV/AIDS was simply not a concern. Most claimed that as devout Muslims, promiscuity did not exist, citing that the disease was “not our problem.” But Dr Sayedgotb soon discovered data that proved otherwise. Having spent 18 months as the HIV/AIDS coordinator in Western Bahr Elgazal State in Southern Sudan he knew what he was talking about. From the rising rates of STI cases reported at Khartoum State’s health facilities, he inferred larger HIV/AIDS challenges and began to advocate.

Personal Background A native of Northern Sudan, Dr Sayedgotb graduated from medical school in 1992. His first exposure to HIV/AIDS prevention programs came soon after his graduation. He spent 18 months as the HIV/AIDS coordinator in Western Bahr Elgazal State in Southern Sudan. Inspired to pursue post-graduate degrees in both Public Health and Epidemiology in Malaysia, Dr Sayedgotb returned to Khartoum, and joined the HIV/AIDS Control Program of Khartoum State’s Ministry of Health in February 2000. He is currently the Head of the Planning Department at the Directorate-General of Planning and Development, Khartoum State Ministry of Health.

LEADERSHIP WATCH

Even for a senior government medical officer, getting things changed is not so easy. Sudan is a conservative society and mindset is well-entrenched. For his vision to get the HIV/AIDS message out, Dr Sayedgobt has used a combination of facts and determination to reach out vulnerable groups. His persuasive skills have taken him places. He is also looking to the future to ensure sustainability of his initiatives.

His perseverance was relentless – and successful. Through leadership, vision, and creative thinking, he made tremendous progress. Dr Sayedgotb transformed what was a three-person unit in 2000 into a full department with more than 100 employees in 2003. His advocacy has targeted groups, such as youth, never before provided with basic yet potentially life-saving information. And his courage is helping break down stigma by revealing the human face of a terrible disease. Dr Sayedgotb‘s vision has long been to see his community use condoms correctly and consistently. Through the help of the Visionary Leadership Program, he’s developed what he now describes as the true capacity of a leader: the ability not to create followers, but to create other leaders.

IMPACT

VLP

As for the development of his own leadership skills, Dr Sayedgotb credits the VLP. His experiences helped him to acquire specific skills, and to become re-energized and focused. His planning and managing skills also improved. “I learned how to share my vision with others, clearly state strategic objectives, and both plan and manage a project – all of which are really critical to good leadership,” he explains. Inspiration and learning also came from interactions with other leaders facing similar challenges. Dr Sayedgotb says he benefited by learning from the experiences of other African and Asian leaders, as well as from his assigned mentor, Dr John Mwesigwa, head of Regional AIDS Training Network (RATN) an NGO based in Nairobi. Dr Sayedgotb describes his mentor as intelligent, patient, and aware of what actions are needed at every step of a process.

VISION

STRATEGIC DIRECTIONS

PERSUASION

BUILD CAPACITY

Towards a singular purpose

Develop different strategies for different target groups

Prepare well with sound strategies and facts or data

To train and empower others for sustainability

VISION Widespread consistent and correct use of condoms

Dr Sayedgotb M Elrashied

To his surprise, one of the greatest benefits Dr Sayedgotb derived from VLP is a better understanding of himself. He describes this as invaluable when learning how to lead others.

USING

LEADERSHIP SKILLS

(a) Devising a strategy Dr Sayedgotb’s advocacy began in 2000 with a focus on developing awareness within the ministry and with outside organizations. Hoping to reach as many people as possible, he focused first on building capacity with the media. In a series of workshops and seminars, Dr Sayedgotb and his team shared figures and answered questions for every newspaper in the state.

----------

Sudan

“

----------

”

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A leader with a vision never gets tired. Now I can make others see my vision, and share it as their own.

----------

State television and radio were also targeted with Dr Sayedgotb ultimately hosting weekly programs. Guests were often invited, as were audiences from secondary schools and universities. Given widespread resistance to addressing sensitive issues such as puberty and sexuality within families and at schools, the programs provided most youth with their first exposure to discussions on such important issues. (b) Facing resistance

Putting a face to HIV/AIDS: While Dr Sayedgotb’s messages resonated with many, some continued to resist his efforts. Some religious leaders attempted to deny him access to target audiences, claiming that he was telling youth it was okay to be promiscuous. One person wrote a letter to the newspaper saying that even if HIV/AIDS were a problem, it was not big enough to merit the attention of a medical doctor. Attacks were at times also personal as someone phoned Dr Sayedgotb’s mother and tried to convince her that her son was trying to conceal the fact that he himself had AIDS. (c) Information is Power Dr Sayedgotb and his team adopted a number of strategies to overcome the resistance facing their efforts. First, Dr Sayedgotb chose to let the numbers speak for themselves. People could argue with ideas, he reasoned, but not with data. He compiled whatever information he could and initiated extensive studies to document occurrences among groups for which data did not exist. In 2002, for example, the Federal Ministry of Health and the Sudanese National AIDS Control Program (SNAP) coordinated a survey of 13 ‘at risk’ groups such as female sex workers. With access to such groups facilitated by the police, the findings showed a very high prevalence of STIs and HIV/AIDS within a range of groups. Armed with this information, Dr. Sayedgotb was able to prove that the behavior many denied existed was in fact relatively pervasive. (d) Reaching your audience Another strategy involved identifying target groups and devising unique approaches for accessing and persuading each group. Youth were among the first groups targeted. Data showed that the majority of people at risk were between the ages of 18-25, so Dr Sayedgotb approached the Ministry of Education; as a result he and his team reached every secondary school student in the State between 2002 and 2003. In both public and private schools, nearly 131,000 students saw a slide presentation and received youth-friendly IEC materials about HIV/AIDS/STIs. Not wanting to ignore out-of-school youth, Dr. Sayedgotb also took his mobile exhibitions and awareness sessions to major sports clubs and youth organizations.

Awareness efforts aimed not only at sharing information, but also breaking down harmful stigma. In one powerful episode, Dr Sayedgotb convinced an HIVpositive woman and her husband to talk publicly about their struggles with and acceptance of the disease, as well as about risky sexual behavior. That so many young people were now able to put a face to the disease was an incredibly powerful blow to pervasive stigma.

Sudan

Dr Sayedgotb M Elrashied

Taking HIV/AIDS messages to:

School children University students Clinical counselors Police personnel Internally displaced people Community leaders

Before long he realized that his campaign had overlooked university students. Khartoum state is home to more than 80 per cent of the country’s university and post-secondary institutions, with the majority of their 223,000 students coming from other states. “If we manage to make those students aware, and to shake their perceptions,” he reasoned, “they can transfer these messages and convey these feelings to their families – especially those in other states.” At the same time, police and security officers were identified as playing a critical role. Dr Sayedgotb convinced the Police Department to allow him to conduct workshops for officers at which extensive discussions were held, and a core of officers came to support his team’s efforts. They enabled him to hold workshops in each of the state’s seven localities, and where his educational efforts resulted in changing police practices, such as arresting suspected sex workers for merely having a condom in their possession. Internally displaced population were identified as being an at-risk group. Dr Sayedgotb and his team trained staff at NGOs working in the camps, and encouraged the development of billboards and other visual tools for those who are either unable to read Arabic, or who are illiterate. (e) Building capacity of others Finally, he focused on the need to build capacity among professionals who deal with those affected by STIs, and are as a result, at increased risk of contracting HIV/AIDS. He sought funding to train medical assistants, doctors, midwives and others, and developed an easy-to-use set of training materials aimed at minimizing re-training challenges due to high rates of turnover. It occurred to Dr Sayedgotb that another major element had been overlooked: patient counselors had a potentially very significant role to play in reducing stigma and risky practices, yet there were only two trained counselors operating in the entire state. He took the initiative – the first of its kind in the Arab world – to recruit a large number of recent graduates of Psychology and Sociology Colleges into government service (90 in 18 months).

An inspiring moment at an activity to reach out to university students:

Dr Sayedgotb recalls that the response from students was amazing. He remembers well the first one held at a women’s student hostel. Although only a few hundred students were expected, more than two thousand attended. Formal presentations began around 8:00pm and ended around 9:30pm, but students kept him there with questions until well past two in the morning. The most powerful moment occurred when half way through his presentation, Dr Sayedgotb spoke about the need to break down stigma surrounding those with HIV/AIDS and to accept that they are continually among us – then proceeded to call up an HIV-positive woman directly out of the middle of the crowd. Students were stunned, but reacted just as Dr Sayedgotb had hoped. Before long, university faculty members were being trained, and HIV/AIDS materials were introduced permanently into all college curricula.

Dr Sayedgotb M Elrashied

DEVELOPING

Sudan

LEADERS

Dr Sayedgotb’s actions were further strengthened by his belief that as a leader, he needed to empower others. Realizing that his vision could not be realized by a small team alone, he encouraged various groups to become advocates and organizers in their own right. For example, his sessions at the University of Khartoum spurred the formation of the ‘Students’ AIDS Support Group Society’ which proceeded to train other students in HIV/AIDS awareness, communication skills, presentation skills, forming social networks, and undertaking peer education. Dr Sayedgotb’s team provided supporting materials and assisted in creating a plan of action, but he encouraged the development of student leaders to the greatest extent possible.

LEADERSHIP

Dr Sayedgobt (left) at VLP training in Kuala Lumpur

CHALLENGES

While Dr Sayedgotb claims that his biggest ongoing struggle is to get those who make verbal commitments to translate their skills into actions, his results thus far are remarkable. In 2004, SNAP introduced its first-ever HIV policy. What’s more, Dr Sayedgotb and his team feel much more able to discuss the issue of condoms in communities. Due almost entirely to their efforts, condoms are now available in hospitals, health centers and clinics.

Dr Sayedgobt sees his biggest ongoing struggle as getting those who make verbal commitments to

The experiences of other countries indicate that increased condom use decreases the prevalence of HIV, AIDS, and STIs, but as Dr Sayedgotb monitors the data, he continues working towards his vision of widespread, consistent and correct condom use. It’s hard to imagine that with Dr Sayedgotb leading the efforts, such a program will be long in coming.

translate their skills into actions.

Photo credits: ICOMP

Dr Sidiga Abdelrahim Washi Dean, School of Family Sciences Ahfad University for Women Written by Ms Joy E Adams

r Sidiga Abdelrahim Washi is a lifelong advocate for women in Sudan. She has been integral in the peace-building process and strongly supports women rights.

She grew up in Port Sudan and married her husband, a military man, directly after her graduation from high school. Her journey began in the officer’s quarters of the military base where she ran home economics programs for the other wives on the base. Later, when she moved to Qatar with her husband, a situation occurred that would serve as a catalyst for her career path and change her outlook on poverty.

Personal Background Dr Sidiga Washi, married to a military officer after high school, grew up in Port Sudan. However, she continued with her education after six years of marriage. She started her post-graduate education at Ahfad University and later completed her B.S. in Zoology & Chemistry with honors at Qatar University. While in Qatar, she served as a leader on the student council. Upon returning to Sudan, she joined the School of Family Sciences at Ahfad University for Women as a teacher’s aide but was sent by Ahfad to Iowa State University one year later to complete her Master’s degree in Education with a focus on Nutrition. She became Head of the School of Family Sciences at Ahfad on two occasions, 1988 and 1993. (In between she did a PhD in Iowa, USA) From 1997 to 1999, she directed the division of nutrition and health economics at King Saud University in Saudi Arabia. In 2002, she returned to her post as the Dean of the School of Family Sciences.

During Ramadan, her house worker offered to take her to an area where people were in dire need of food. Most people just left food at the mosques but instead she drove with her worker to a poor run-down section of town. When the young man opened the back of the car, a swarm of people appeared and grabbed all of the food that they could lay their hands on. Growing up in Port Sudan, Dr Sidiga had rarely seen poor communities and this incident made her wonder why so many people threw food away while others starved. She never forgot this heartbreaking scene or the needs of the people in poor communities.

IMPACT

VLP

Dr Sidiga felt that VLP helped the Fellows to consider ways to grow with their organization rather than to focus on solely on personal improvement. There were many positive results from the program such as the updating of a reproductive health (RH) manual for Ahfad students and the creation of an association of professionals committed to population and RH issues. Furthermore, many of the VLP Fellows are looking for ways to train other leaders in an effort to strengthen and build the VLP network.

LEADERSHIP JOURNEY

Dr Sidiga’s journey is one that few women in Sudan have the opportunity to travel upon and she used her skills to aid others. She has used her career at Ahfad University and elsewhere to do this. When she was heading a special RH project in 1995, she helped create the Ahfad Reproductive Health Center and pushed for mandatory RH classes for all women students at the university. She works tirelessly to improve the status of women and the poor. This was not always an easy task given the religious and social restrictions placed on the society at large. During the interview, she recounted the difficulties that were overcome as she attempted to raise RH awareness. The main opposition came from (1) community/lay people, (2) groups of local officials known as ‘popular committees’. Different tactics were used to combat negative attitudes towards reproductive health and traditional attitudes towards women. For example, a youth group was formed to share new ideas with the community. The popular committee was upset and claimed that the program was aimed at getting women to have fewer children. Religious leaders were asked to step in and declare that this RH message was wrong. In response, young religious male leaders were taught RH and gender issues. They began to

Dr Sidiga Washi

Sudan

bring other religious leaders around to a different view on RH. Eventually, the popular committees were abolished, paving the way for easier access to health education in many communities.

USING

LEADERSHIP SKILLS

(a) Female Genital Mutilation (FGM) FGM is another area where the religious establishment worked in conjunction with women to combat the idea that FGM is a religious rather than traditional practice. Dr Sidiga worked with religious leaders to expose the reality that: (1) this practice is done only in Africa and not in other majority Muslim countries such as Saudi Arabia and Afghanistan, (2) the Hadith in which the Prophet Muhammad, peace be upon him, supposedly gives his support for FGM is what is known as a weak Hadith1 and (3) none of the wives of the Prophet, peace be upon him, were circumcised. Although the practice has been outlawed since 1947, there are many impediments that groups such as Dr Sidiga’s must overcome.

Dr Sidiga advocating at a meeting

There is pressure throughout society, particularly from the grandmothers and mothers of women, to have FGM performed on their daughters. Surprisingly, even young daughters, who associate this act with parties and henna, ask for FGM to be performed as a way to stop the stigma and name-calling that are common place towards girls who have not been circumcised. Some parents have asked midwives to come in and pretend to circumcise their daughters and then they will throw a party to make the girl believe the deed has been done.

Badri Association for Women’s Studies: Recognizing Women’s Reproductive Rights

Aside from the pressure exerted by family members, this procedure is an income-generating venture for many midwives. There have been attempts to find other ways for these women to make money such as doing male circumcision for example, but it is considered improper for a female to do male circumcision. New ways must be found to generate income for these women. The Badri Association for Women’s Studies (BAWS), with which Dr Sidiga is involved, has been integral in its attempt to push political members towards recognizing women’s reproductive rights. The organization targets three groups: (1) the community (2) the Parliament (3) policy-makers. BAWS has held workshops for Members of Parliament in an effort to educate them on women’s rights and needs. This is an ongoing process that will require individuals who are well educated on health issues to provide upto-date information for leaders. This is why the Visionary Leadership Program (VLP) is so crucial.

LEADERSHIP WATCH

Women leaders like Dr Sidiga have their leadership slowly nurtured from young. Their activism grew stronger over the years as they saw more of life, became better qualified and acquired more knowledge. When in positions of power, Dr Sidiga has used her authority to push for changes to benefit women.

Target groups: Community Parliament Policymakers

A weak Hadith is a story about the prophet that is not entirely agreed upon by all of those who knew him and heard his words.

ISION V A vision from an observation long ago

STRATEGIC ALLIANCES

Optimize use of appropriate professional bodies to start initiatives

ADVOCACY

Be prepared to use religious teachings for dealing with conservative groups

COMMUNICATIONS

Use all appropriate media including scholarly meetings

VISION To improve the status of women and the poor

Dr Sidiga Washi

Sudan

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“

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If I may say, being visionary is an important part of this because you act like a leader but don’t think of the visionary concept and how important it is. So, I think feeling like you are working with a core of people that are as competent as you, as motivated as you, is empowering in itself. You feel like there is a group of you.

LEADERSHIP

CHALLENGES

VLP Fellows in Sudan have joined together using modern technology to host internet chats and meetings. There are great plans in the works for future population and healthcare programs. In fact, three national workshops have been scheduled for later in the year to cover topics such as AIDS, family planning and safe motherhood. In all, Dr Washi believes that VLP is a success. Developing a network of professionals focused on being visionary has been one of the most important parts of this program. The VLP Fellows in Sudan are already on their way towards accomplishing the mission of creating leaders with a vision and concern for population and reproductive health concerns.

Being visionary is looking ahead and being able to see or read the future and not just reading the future but thinking about change.

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---------Dr Sidiga being interviewed for a TV program on reproductive health

Photo credits: Dr Sidiga Washi

Emerging Leaders